cross cultural management case study
TRANSCRIPT
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Aideen Turley, Deborah Mireles, Ramoji Alla, Oisín Molloy, Niall Burke.
Mexican Experiences from a Danish Firm: “Changing” Mexican Culture
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Novo NordiskCultural disparity Employee
Recruitment and HR Policy
Employee Engagement
Change process and Recommendations
OVERVIEW
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Novo Nordisk Global company and world leader in diabetes care. 75 countries, 41,450 employees and products
marketed in 180 countries. Set up a commercialisation and distribution site in
Mexico. HRM policies and cultural barriers
Novo Nordisk Way of Management
Triple Bottom Line
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Novo Nordisk Way of Management
What makes up the DNA of the company.
The 10 essentials
NNWoM is not culturally specific to ensure ease of implementation.
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Triple Bottom Line
Decisions based on three questions 1. How do we benefit people? --- 2. How to minimise our impact on
the environment? 3. How can we balance these concerns
against economic costs or gains? Transparency leads to market trust.
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Cultural disparity
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Source: House et al, 2004
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In-Group Collectivism
Individualistic nation Individuals view
themselves as independent of the group
Tend to be more group-orientated when it comes to decision making
Collectivistic nationLoyalty and pride in
organisations and familiesBenevolent paternalistic
leadership styleAvoid confrontations and
conflicts
Denmark Mexico
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Power Distance
Do not give importance to rank and status
Equal respect for everybody
Flat organisations
Highly hierarchical society
Mexican people value status
Titles are very important
Denmark Mexico
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Uncertainty-avoidance
High level Preference to rely on formalized procedures and policiesExcellent welfare state
Medium level Great deal of uncertainty on Mexican economic environmentPreference for bureaucratic procedures to minimize unpredictability in the process
Denmark Mexico
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Employee Recruitment and HR Policy of Novo Nordisk Mexico
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McKinsey 7S Framework model
Source: http://www.strategicmanagementinsight.com
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StaffChallenges SolutionsRecruitment ChannelsSkilled ExecutivesCultural Behaviours Corporate Competition
Word of mouthRewarding System &
Trust and HonestyOpen Organization and No
discriminationEmployee Benefits and
Retention
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SkillsChallenges Solutions Training and
Development Change in way of
thinkingBalanced Scorecard
ApproachLearning CultureNo Double
Standards
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Employee Engagement
‘Workplace approach designed to ensure that employees are committed & motivated to contribute to organisational
success and at the same time enhance their sense of wellbeing’ (Federman, 2009)
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Appraisal SystemPower Distance
Balance Scorecard (Kaplan & Norton, 1990)
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Reward SystemTrust Hierarchy
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Non-Monetary Benefits
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Mexican Experiences from a Danish firm: ‘Changing’
Mexican Culture
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Change StrategiesTheory E
Maximise Shareholder value Top down
Theory O
Develop Organisational Capability
Participation
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Combined Theory of E and O
Embrace the paradox between Economic value and organisational capability
Direct from the top engage people from below
Hard and soft
‘ The Novo Way of Management is a
system that combines modern value based management with traditional control’
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Kurt Lewin’s 3 step Model for Organisational Change
Unfreezing
Changing
Refreezing
Recommendations
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ReferencesBeer, Michael, and Nitin Nohria. "Cracking
the code of change." If you read nothing else on change, read thesebest-selling articles. (2000): 15.
Burnes, Bernard. "Kurt Lewin and the planned approach to change: a re‐appraisal." Journal of Management studies 41.6 (2004): 977-1002.
Federman, B. Employee Engagement: A Roadmap for Creating Profits (2009)
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