Content and Structure Introduction (intercultural dimension) Intercultural Management and culture change/cultural leadership styles (why resistance matters) The impact of personal change/Cross-cultural management (culture-specific perception and skills for effective conflict resolution) Outlook and Conclusion The intercultural dimension in change processes Definitions (I) Definitions (II) CULTURE is everything that people have*, think* and do* as members of their society Material objects Ideas, values, attitudes Normative or expected patterns of behaviour Culture is shared by at least two or more people Culture is learned Culture is bound to change Resistance is likely to be present Culture (I) – Comparative Value Orientations U.S.
Culture Individualism Precise time reckoning Future oriented Doing (working achievm.) People controlling nature Youthfulness Informality Competition Relative equality of sexes Contrastive Cultures Collectivism Loose time reckoning Past oriented Being (personal qualities) Nature controlling people Old age Formality Cooperation Relative inequality of sexes Culture (II) Culture (III) Culture Change (I) – Processes of Change Culture Change (II) Basic Assumptions Relation to environment Nature of reality (time & space) Nature of human nature, activity and relationships Taken for granted Invisible Preconscious Corporate Culture Summary (Interc. Comm. & Management) Cultural Leadership Styles – Why Resistance matters Influence of Leadership What are business ethics? Standards and conduct (that an organis. sets itself in its dealings within the organisation and outside with its environment Need to be reflected in the mission statement Purpose: Communication (in- & external) Remember: Analyse, vision, mission, objectives, implementation, control, CHANGE? Change processes – reimplement RESIST.? - Solution How to avoid problems Resistance to Change Why do people resist change Framework (I) Framework (II) Practical Guide Overcoming Resistance to Change How to convince – People embracing Change Case Study Solution and Summary Personal Change Cross-cultural Management Perception Culture-specific perception / (How to improve cross-cultural perception) Cross-Cultural Motivation (I) Cross-Cultural Motivation (II) Cross-Cultural Motivation (III) Cross-Cultural Motivation (IV) Cross-Cultural Motivation (V) Being a Global Player means solving conflicts Conflict Management Cultural Diversity Managing Diversity Coping with Cross-Cultural Adjustment Stress Conflict Resolution Conflict (types and elements) (I) Conflict (II) Positive and Negative Effects An Outlook Conclusion (I) Conclusion (II) Word Count: 346
