Agt planning methodology

Applied Growth Transitions

www.appliedgrowth.com

Leadership Cultural Intercepts

implications for operations

Salvador Z. Zamudio, MBA

Why Do it?

• Labor ManagementMake the best use of available labor 60%-70% is at stake

• Planning Short Term-Long Term-Strategic Create effectiveness by design• Succession Planning Who is your leadership base Manager-

Supervisor-Team Lead

C I P M

Policies Procedures

Structure

Process Improvement

Processes

System

C I P M

Integration

Culture

Methodology

Planning

Planning

C I P M

Clear Accountability

Clear Consequences

Clear Expectations

Defined Authority

Direction

C I P M

Process Improvement

Process Documentation

Evaluation

Pilot Test

Efficiency Gains

C I P M Cultural Attitudes Towards Planning

• Planning - mostly short term

• Spontaneous activity - modus operandi

• Time - valued differently

• Pervasive Concept -“It’s good enough”

• Power Distance - huge barriers

• Group - more important than self

C I P M Cultural Attitudes towards Planning

• Assuming Responsibility -“Hard to do”

• Saving Face - ”More important than success”

• Strong Affiliation with the “Patron Image”

• Nepotism - “ A Default Management System”

• Questioning authority seems “Not a good thing to do”

C I P M Cultural Attitudes towards Planning

• Planning - “is for the Jefes”

• Self initiative - “not a strong suit, without trust”

• Doers - “not planners”

• Fatalistic view of the future -“So why plan ahead?”

• Cultural and language barriers - Critical issues

Incertitude Stage- New Employee is not sure about new situation. Comparison between the old and the new take place.

Transition Stage- Adaptation Participation, Employee feels he can work with new conditions and looks for opportunities to become involved.

Resentment Stage- Negative event triggers digression to previous stage (Employee may become disgruntled).

Resignation Stage- Employee accepts new conditions and lives with it (Employee falls back on fatalistic outlook).

Integration Stage - (Employee assumes responsibility) Sees value in learning new things, language and other skills)

2

4

5

3

6

Fear Stage - New Employee does not understand world around him/her.

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LeadershipSolutions

Questions and

Feedback

Resources

Balogh, A., Gaál, Z., & Szabó, L. (2011). RELATIONSHIP BETWEEN ORGANIZATIONAL

CULTURE AND CULTURAL INTELLIGENCE. Management & Marketing, 6(1), 95-

110. Retrieved from http://search.proquest.com/docview/859007562?accountid=39364

Dolores Sánchez Bengoa, Hans, R. K., & Vrontis, D. (2012). A new organisational memory for

cross-cultural knowledge management. Cross Cultural Management, 19(3), 336-351.

doi:http://dx.doi.org/10.1108/13527601211247080

Emmerling, R. J., & Boyatzis, R. E. (2012). Emotional and social intelligence competencies:

Cross cultural implications. Cross Cultural Management, 19(1), 4-18.


Kohnen, J. (2012). Leading with cultural intelligence: The new secret to success. The Quality

Management Journal, 19(3), 70-71. Retrieved from

http://search.proquest.com/docview/1028011021?accountid=39364

Mouton, N., Sine Nørholm Just, & Gabrielsen, J. (2012). Creating organizational

cultures. Journal of Organizational Change Management, 25(2), 315-331.


Nongo, E. S., & Ikyanyon, D. N. (2012). The influence of corporate culture on employee

commitment to the organization.International Journal of Business and

Management, 7(22), 21-28. Retrieved from

http://search.proquest.com/docview/1353608739?accountid=39364

Orij, R. (2010). Corporate social disclosures in the context of national cultures and stakeholder

theory. Accounting, Auditing & Accountability Journal, 23(7), 868-889.


Salvador Z. Zamudio

www.appliedgrowth.com

Leadership & Management

Agt planning methodology