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Keith R.

Johnson & Robert Golembiewski


Abimanyu N N Gayathri G Harsha Karri Sanjay Krishna

OD Collection of Intervention Techniques Western practices need adaptation Lack of empirical work

National Cultures

OD Values

OD Values

Nationa l Culture s

OD Success Rates

HOFSTEDES METHODOLOGY Power Distance Uncertainty Avoidance Masculinity Femininity Individualism - Collectivism 53 countries and regions

JAEGERS ANALYSIS OF HOFSTEDES DIMNESIONS Conforms only in Scandinavian countries Coherence & Homogeneity to OD Provisional Agreement
Dimension
Power Distance Uncertainty Avoidance Masculinity Individualis m

Degree
Low Low Low Medium

What OD Values Stress on


Status equality & Minimization of social differences Tolerance of ambiguity & Minimizing elaborate structuring of relationships Feelings and relationships Tolerance of individual differences & facilitation of collaboration and teamwork

JOHNSONS METHOD Hofstedes dimensions into a single measure of cultural difference All countries vs. Denmark All countries vs. OD Country All countries vs. USA All countries vs. Culture of Economic Development

Close fit between OD values & Values of host country OD Success Greater differences between OD and national values Lower success rates 100 OD projects in third world countries Contrary hypothesis OD projects unlikely to induce change in values when they are highly congruent with national culture

Three basic variables Mean project age Mean project success Total number of OD projects per country Three hypothesis Greater the difference Between Targets values & OD values Less frequent OD interventions Less successful are the applications Between nations culture and target More difficult the transfer of OD project

87 cases overlapped with the 53 countries in Hofstede population Seven coefficients out of eight for age and number in the expected direction Relationship between national culture and OD project age, frequency and success have been tested for the first time Outcome variable Project Success

1. Reporting of outcomes is uneven High PD & Low UA 2. Funding agent is external to the nations Positive association b/w OD values & robustness of evaluation 3. Rural Areas Measurement problem 4. Present population Too small 5. No consistent reporting for cross cultural OD case studies 6. Possibility of close fit hypothesis being wrong 7. Inappropriate basic conceptual distinctions Distortion of cultural variance due to geography

Alfred M. Jaeger McGill University

French and bell : A long range effort to improve an organisations problem solving and renewal processes, particularly through a more effective and collaborative management of organisational culture-with special emphasis on the culture of formal work teams-with the assistance of a change agent, or catalyst, and the use of the theory and technology of applied behavioural science, including action research

Three levels Basic assumptions and premises Values and ideology Artefacts and creations

Power distance Uncertainty avoidance Individualism Masculinity expresses Everybody looks at the world from behind the windows of a cultural home and everybody prefers to act as if people from other countries have something special about them

Specific to individual

Inherited & Learned

Personality
Specific to group or category Learned

Culture

Univers al

Inherited

Human Nature

Hofstede (1994) Three Levels of Uniqueness on human mental programming

Representative The data is focused around the respondents in one organisation IBM Validity of the dimensions Blodgett et al (2008) after examining Hofstedes model

Tannenbaun and Davis OD Values Moving away from and Moving toward McGregors theory X and Y OD values in Hofstedes dimensions Power distance: Low Uncertainty avoidance: Low Masculinity: Low Individualism: medium

U.S Power distance: Medium Uncertainty avoidance: Low Masculinity: High Individualism: High 3 Dimensions Hardly Different Somewhat Different Very Different

1 Power Distance

2 Uncertainty Avoidance

High Power Low Power Distance Distance France, Greece Denmark Finland Italy Ireland UK Portugal Norway Spain, Turkey Sweden

High UA Low UA France Denmark Finland Greece, Italy Norway Ireland Portugal Sweden Spain, Turkey UK

3 Individualism/Collectivism High Individualism Denmark, Finland France, Ireland Italy, Norway Sweden, Italy UK

4 Masculinity/Femininity

High Collectivism Spain Portugal Greece Turkey

Masculine Greece Ireland Italy UK

Feminine Denmark France Finland Spain Turkey Norway Portugal, Sweden

Hofstede (1994) Cultures & Organizations The Four Cultural Dimensions

United Kingdom Steele (1977) Norms Avoidance of unsuitable topics, favoring security and stability vs. unknown Sense of fatalism and Deeply rooted class structure Switzerland Bennis (1977) OD Program cancelled Conflict with presidents values Japan Absence of assertive training due to results that are deviant Conflict with Japanese culture USA Steele & Crockett (1977) Accepted in Southern California than New England

ODs espoused values Birthplace MBO & OD Hofstede Planned Organizational Change Independence for negotiation (Less power distance), Willingness for risks (Weak Uncertainty Avoidance) & Importance to performance (High masculinity) Germany High UA Mgmt. by joint goal setting France MBO unsuccessful Humanization of work Job enrichment Masculinity dimension T-groups replaced by Development groups Confrontation meeting One day meeting Beckhard (1967)

Confrontation Meeting Six Steps Climate setting, information collecting, information sharing, priority setting & group action planning, immediate follow-up by top team and progress review Inappropriate in countries with High UA Survey feedback Questionnaire about employee attitudes and percepetions Task orientation - Depends on degree of masculinity

Divergence of dimensions from OD values Failure High UA Reluctance as a result of unpredicatability Depth intervention Target of change Formal to informal system Harrison (1970) Target of change job enrichment, MBO, T-groups and group psychotherapy Sample Interventions Intervention targets
Job enrichment
MBO Managerial Grid Survey feedback Team building T-groups

Formal System
Formal & Informal system (role expectations) Formal & Informal System (intra & intergroup interactions) Formal & Informal system (attitudes & feelings) Informal & Formal system Informal system & self

Group psychotherapy

Self and informal system

High PD No confrontation High masculinity Lack of relationships and feelings Two types of interventions Survey feedback & Third party peace making in case of High UA Third party carrier of information

Use of Transactional analysis Latin America Japan India Pakistan Nigeria

Success of intervention Skill of OD practitioner Knowledge of host culture Steps for OD intervention 1. Evaluate rankings of dimension of culture in situation 2. Judgements about deeply held values unlikely to change 3. Evaluate problem appropriate interventions rankings on culture dimensions 4. Choice of intervention with low risk for values 5. Incorporate process modifications for cultural fit National culture rooted in individual

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