v-2013: frankrike cultural analysis – an instrument for good communication among people reference:...
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V-2013: Frankrike
Cultural analysis – an instrument for good communication among people
Reference: Kulturanalyse: et verktøy for god kommunikasjon mellom mennesker. Cappelen 2007 ISBN: 978-82-02-247 23-2
Bordeaux 1 of 6
Magid Al-ArakiOslo and Akershus University College of Applied Sciences [HiOA]Postbox 4, St. Olavs plassNO-0130 Oslo, Norway. Tel: (+47) 22 45 35 63Homepage: http://home.hio.no/~araki/ [2]Private homepage: http://home.online.no/~al-araki/ [3]Min CV: http://home.hio.no/~araki/arabase/spm/aracv.html [4]
Cultural Analysis is about the process of acculturation. It is about a model of accultuiration. It goes from Primary, Secondary and Tertiary Socialization. The second part treats Interpersonal Communication. Some methodology and some theories of leadership will be illuminated.
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2
Tertiary Socialization
Secondary SocializationPrimary Socialization
Innborn predispositions & senso-motor abilities
ISDS IACD
AESLMCAP
SRASPEAI
Myths & SymbolsClimate & NatureArtefactsPatterns of Thinking
Ancestral ClaimsEthics & ReligionSocial ExperienceLanguage & History
Bordeaux 3 of 6The book
Tertiary Socialization
Secondary SocializationPrimary Socialization
Com
munication
In each social context, our
feelings are implied through the mixture
of our styles of acculturation
Integrative styleAdaptive styleCalculative styleDeviative style
I-identitySee-identityDo-identityShould-identify Sty
les
of
accu
ltura
tion
Identities during
interaction
Innborn predispositions & senso-motor abilities
Stereotypes & PrejudicesRoles & RanksAge & MaturitySex & Personal profile
Power & AuthorityEconomic ReasoningAbilities & SkillsIndependence
Rudiments of Selv-assertionSocial Solidarity
Disciplinary AptitudeSocial Predisposition
?
6. Networking
Figuren på side 46 og 128
N. Luhmann,G. Kelly, W. Bion,
Ibn Khaldun osv
Premises for Cultural Dialogue
1. Orientation through rucksack
2. Self-esteem
3. Safety
4. Attentiveness
5. UnderstandingBordeaux 4 of 6
+ ++ ÷
÷ ÷ ÷ +
Vi stopper her.
Bordeaux 5 of 6
Bordeaux 6 of 6
• Al-Araki, A. Magid. "Kulturanalyse: Modellskisse." http://home.hio.no/~araki/arabase/spm/arakipub.html.• al-Araki, Magid. Oktografen. Vol. 2011 nr. 15, [Oslo]: Høgskolen i Oslo, 2011.• al-Araki, Magid. Kulturanalyse Et Verktøy for God Kommunikasjon Mellom Mennesker. Oslo: Cappelen
akademisk forl., 2007. ISBN: 978-82-02-247 23-2• al-Araki, Magid. Oktografen En Modell for Forståelse Av Organisasjonens Ansvarsområder Og
Virksomhetsprosesser. Hio-Rapport Nr 17. Oslo: Høgskolen i Oslo, 2006.• al-Araki, Magid. The Octograph with Cases in Organization Development and Project Management, Leadership
and Human Resource Management. Hio-Notat 2006 Nr 6. [Oslo]: Oslo University College, Faculty of Business, 2006.
• al-Araki, A. Magid. "The Octograph and E-Learning by Labyrinth-Cases." International Journal on E-Learning 4, no. 3 ( 2005): 281–98.
• al-Araki, Magid. Case-Eksempler Og Løsningsforslag I Organisasjonsutvikling Og Prosjekt Styring . Hio-Notat Nr 5. Oslo: Høgskolen i Oslo, 2005.
• al-Araki, Magid. Case-Eksempler Og Løsningsforslag I Ledelse Og Personalansvar. Hio-Notat Nr 13. Oslo: Høgskolen i Oslo, 2004.
The End: Cultural Analysis and Communication
Merci
References
System TheoryBordeaux 1 of 11
Theory of Systems
Actors, responsibility and process
Input &demand
Distribution System
Supporting group
Leadership
Objectives & plans
Empowerment & commitment
Outcome & accept
Development
Output [efficiency]
Bordeaux 2 of 11 The Octograph
Process of Decision Making [Responsibility for Steering the Organization ],
Process of Communication [Responsibility for Employees]
Process of Production [Responsibility for Efficiency and quality]
Process of Innovation [Responsibiliy for Change]
Bordeaux 3 of 11Theory of Systems2) Oatiavar, his organization, his systems, his
leadershp and development plans
How? 4 systems
How and why Oatava_1?
OATIAVAR: 1 & 2?
)(I D
O
LS E
OD
O
Important: vacation and spare timeLEAD through insight & cultural mixThink responsibility and behaviour
3_System of Organization
4_System of Actors
Input & demandDaily OrganizationObjectives & plansLeadership
Empowerment & EconomySupporting groups
Output & productionDevelopment of Resources
Outcome & Conformity
1_Identities & self-esteem
2_Systems of Thoughts
Bordeaux 4 of 11Leadership_1
1_System of Identities & self-esteem
2_Systems of Thoughts
6_System of Operation
7_System of Behaviour: LEAD
3_System of Organization
4_System of Actors
Responsibility for styring the organization
Responsibility for supporters and employees
Resonsibility for efficiency and qualityResponsibility for change consequences
Process of Decision Making
Process of Communication
Process of Production
Process of Innovation
5_System of Responsibilities
How and why Oatava_2?
8_System of Risk Management
Exchange of views
Participation
Ownership of ideas
Organizational learning
Differentiation of Input
Development of offer
Ownership of resourcesResource Development
Bordeaux 5 of 11Leadership_2
Actors, responsibility and process
Input &demand
Distribution System
Supporting group
Leadership
Objectives & plans
Empowerment & commitment
Outcome & accept
Development
Output [efficiency]
Bordeaux 6 of 11 The Octograph
Process of Decision Making [Responsibility for Steering the Organization ],
Process of Communication [Responsibility for Employees]
Process of Production [Responsibility for Efficiency and quality]
Process of Innovation [Responsibiliy for Change]
4_ System of Thoughts3_Sys. of Identification & self.esteem
Save through…
Save through mastery of
1_System of Organization2_System of Actors
ProductivityWorking ConditionsResource Development
Exchange of meaningEmpoerment & OwnershipParticipation
Organizational Understanding
Project Management
Problem Solving Methods
Results control
SAVE through:
Save throughSave through
Evaluation (Final)Time perspectivesTasks (Additional)
Bordeaux 7 of 11
Change agent
ProductionUtilized ResourcesInternal Efficiency
Sat
isfa
ctio
n of
nee
ds
Ext
erna
l eff
ecti
vene
ss
High
High
Low
Low
High efficiencyLess resources
Low satisfaction«Wrong» products
Low efficiencyMuch resourcesLow satisfaction
«Wrong» products
Low efficiencyMuch resourcesHigh satisfaction
«Right» products
High efficiencyLess resources
High satisfaction
«Right» products
Efficiency and effectiveness
Al-Araki, 1.1..2012Efficiencey and effectiveness_1
Bordeaux 8 of 11 Efficiency & effectiveness_1
ProductionUtilized ResourcesInternal Efficiency
Sat
isfa
ctio
n of
nee
ds
Ext
erna
l eff
ecti
vene
ss
High
High
Low
Low
We are very efective, we utilise less resources,
but we produce«wrong» products
We are not effective, we utilize much resources
and we produce«wrong» products
We are not effective, we utilize much resources,
but we produce
«right» products
We are very effective, we utilize less resources
and we produce
«right» products
Efficiency and effectiveness
Al-Araki, 1...2012Efficiencey & effectiveness_2
Bordeaux 9 of 11 Efficiency & effectiveness_2
End og 2nd. Part: Oatava & his organization
Bordeaux 10 of 11
Merci
• Al-Araki, A. Magid. "Kulturanalyse: Modellskisse." http://home.hio.no/~araki/arabase/spm/arakipub.html.• al-Araki, Magid. Oktografen. Vol. 2011 nr. 15, [Oslo]: Høgskolen i Oslo, 2011.• al-Araki, Magid. Kulturanalyse Et Verktøy for God Kommunikasjon Mellom Mennesker. Oslo: Cappelen
akademisk forl., 2007. ISBN: 978-82-02-247 23-2• al-Araki, Magid. Oktografen En Modell for Forståelse Av Organisasjonens Ansvarsområder Og
Virksomhetsprosesser. Hio-Rapport Nr 17. Oslo: Høgskolen i Oslo, 2006.• al-Araki, Magid. The Octograph with Cases in Organization Development and Project Management, Leadership
and Human Resource Management. Hio-Notat 2006 Nr 6. [Oslo]: Oslo University College, Faculty of Business, 2006.
• al-Araki, A. Magid. "The Octograph and E-Learning by Labyrinth-Cases." International Journal on E-Learning 4, no. 3 ( 2005): 281–98.
• al-Araki, Magid. Case-Eksempler Og Løsningsforslag I Organisasjonsutvikling Og Prosjekt Styring . Hio-Notat Nr 5. Oslo: Høgskolen i Oslo, 2005.
• al-Araki, Magid. Case-Eksempler Og Løsningsforslag I Ledelse Og Personalansvar. Hio-Notat Nr 13. Oslo: Høgskolen i Oslo, 2004.
References
Myths & SymbolsClimate & NatureArtefactsPatterns of Thinking
Ancestral ClaimsEthics & ReligionSocial ExperienceLanguage & History
Bordeaux 11 of 11The book
Tertiary Socialization
Secondary SocializationPrimary Socialization
Communication
In each social context, our
feelings are implied through the mixture
of our styles of acculturation
Integrative styleAdaptive styleCalculative styleDeviative style
I-identitySee-identityDo-identityShould-identify Sty
les
of
accu
ltura
tion
Identities during
interaction
Innborn predispositions & senso-motor abilities
Stereotypes & PrejudicesRoles & RanksAge & MaturitySex & Personal profile
Power & AuthorityEconomic ReasoningAbilities & SkillsIndependence
Rudiments of Selv-assertionSocial Solidarity
Disciplinary AptitudeSocial Predisposition
Reference: Kulturanalyse: et verktøy for god kommunikasjon mellom mennesker. Cappelen 2007 ISBN: 978-82-02-247 23-2