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Applied Growth Transitions
www.appliedgrowth.com
Leadership Cultural Intercepts
implications for operations
Salvador Z. Zamudio, MBA
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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
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C I P M
Policies Procedures
Structure
Process Improvement
Processes
System
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C I P M
Integration
Culture
Methodology
Planning
Planning
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C I P M
Clear Accountability
Clear Consequences
Clear Expectations
Defined Authority
Direction
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C I P M
Process Improvement
Process Documentation
Evaluation
Pilot Test
Efficiency Gains
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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
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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”
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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
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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.
1
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Leadership Cultural Intercepts
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Leadership Cultural Intercepts
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Leadership Cultural Intercepts
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Leadership Cultural Intercepts
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Leadership Cultural Intercepts
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Leadership Cultural Intercepts
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Leadership Cultural Intercepts
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Leadership Cultural Intercepts
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Leadership Cultural Intercepts
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Leadership Cultural Intercepts
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Leadership Cultural Intercepts
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Leadership Cultural Intercepts
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LeadershipSolutions
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Questions and
Feedback
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Resources
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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.
doi:http://dx.doi.org/10.1108/13527601211195592
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.
doi:http://dx.doi.org/10.1108/09534811211213973
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.
doi:http://dx.doi.org/10.1108/09513571011080162
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Salvador Z. Zamudio
www.appliedgrowth.com