1. Udvikling og forandring i grupper JAKOB lauring department of business administration aarhus university denmark

2. Forandring I teams
Forandring er i dag ofte en konstant faktor og evnen til at lede forandringer er en kerne kompetence for team ledere.
At lede forandringer handler om at facilitere en proces af kontinuerlig fornyelse af målsætninger, strukturer og evner for at møde de behov som ligger hos interne og eksterne stakeholders.

3. Forandring og stabilitet
Tidligere: Teams kan ikke være effektive hvis de er under konstant forandring – folk har brug for rutiner for at være effektive.
Nu: Teams skal kunne håndtere kontinuerlig forandring. Forandring skal blive en rutine – en normal og narturlig respons på ændringer i interne og eksterne betingelser.

4. “Change cannot be relied upon to occur at a steady state, rather there are periods of incremental change sandwiched between more violent periods of change which have contributed to the illusion of stability once assumed to be the case” (Nelson 2003: 18)

5. Gruppe dynamik
Det be være gruppe dynamik frem for individer som skal være fokus for forandrings ledelse.
Lewin argumenterer for at det er ufrugtbart at koncetrere sig om at forandre individets adfærd fordi individet i et team påvirkes af gruppens pres for at tilpasse sig.

6. Lewins MODEL FOR PlanlaGT FORANDRING
1) unfreezing, 2) changing og 3) refreezing

7. Unfreezing
Før den tidligere adfærd kan aflæres og den nye adfærd kan optages skal de gamle rutines, strukturer og prosesser destabiliseres (unfrozen).
“The 'unfreezing' of the present level may involve quite different problems in different cases. Allport has described the 'catharsis' which seems necessary before prejudice can be removed. To break open the shell of self-righteousness it is sometimes necessary to bring about an emotional stir up” (Lewin, 1947: 229).

8. Changing/moving
“Unfreezing is not an end in itself; it creates motivation to learn but does not necessarily control or predict the direction” (Schein, 1996: 6).

9. Refreezing
Her skal man stabilisere gruppen på et nyt delvist stabilt equilibrium for at sikre at den nye adfærd er reletivt sikker fra at ændre sig.

10. Spørgsmål
Diskuter styrker og svagheder for Levis model for planlagt forandring I forhold til egne erfaringer.

11. “Lewin's model was a simple one, with organizational change involving three stages; unfreezing, changing and refreezing ... This quaintly linear and static conception (the organization as an ice cube) is so wildly inappropriate that it is difficult to see why it has not only survived but prospered” (Kanter et al., 1992: 10).

12. Udviklingsstadier

13. Nye medlemmer

15. Fussion af grupper

17. kultur

18. 5-dimension of national values
Inequality: more or less?
Power Distance: large vs. Small
The unfamiliar: fight or tolerate?
Uncertainty Avoidance: strong vs. Weak
Relations with in-group: Loose or tight?
Individualism vs. Collectivism
Emotional gender roles: different or same?
Masculinity vs. Femininity
Need Gratification: later or now? Long vs. Short term orientation

19. Power distance
Extent to which the less powerful members of institutions and organizations expect and accept that power is distributed unequally
Transferred to children by parents and other elders

20. Uncertainty Avoidance
Extent to which the members of a culture feel threatened by ambiguous and unknown situation
In high, concern for truth, less tolerance for unfamiliar persons and ideas, and emotionality
If low, relativism and suppression of strong emotions
Not the same as risk avoidance

21. Individualism vs. Collectivism
Individualism: A society in which the ties between individuals are loose: everyone are expected to look after them self and immediate family
Collectivism: A society in which individuals from birth onwards are part of strong in-groups which last a lifetime

22. Masculinity vs. Femininity
Masculinity: A society in which emotions differ by gender: men are supposed to be assertive, tough and focused on material success, women on quality of life
Femininity: A society in which emotions of genders are similar: both men and women are supposed to be modest, tender, and focused on the quality of life

23. Long- vs. short-term orientation
Long term orientation – is directed at the future and seeks future rewards through adaptation, saving and persistence
Short term orientation – is directed at the present, seeking immediate rewards from social spending, and at the past through maintaining traditional rules

24. Validation of country scores against other sources
Examples:
High power distance: Respect for elders; corruption; polarization and violence in national politics
High uncertainty avoidance: Religiousity; xenophobia; identity card obligation; faster driving
Individualism: GNP per capita; faster waking; weak family ties; frequency of using the word “I”
Masculinity: fewer women elected, homophobia
Long term orientation: savings quote, good at mathematics; fewer prisoners; less fundamentalism

25. Hovedargument Jakob Lauring
Der findes ikke en universel økonomisk rationalitet

27. Kultur og team ledership

28. International Leadership
Jakob Lauring
International Leadership
While leadership is not easy it is even more difficult in an international setting.
Cultural norms provide a basic framework the fulfillment of duties and simple means of control.
What in domestic firm do not require much elaboration and explanation by managers could a hard work in globalized firms.
Global organizations need to be extra sensitive towards cultural variations in order to engage and motivate their employees.

29. Alon and Higgins Jakob Lauring
What is the role of emotions for global leadership?
Critically discuss the concepts of EQ and CQ.
What is the role of language in global leadership.
Discuss trait or state, inherent or acquired elements of global leadership.

30. Cross-cultural leadership
Jakob Lauring
Cross-cultural leadership
Prototypical attributes regarding leaders vary in different cultures. Leadership prototypes can be defined as certain profiles encompassing typical leader attributes or preferred behaviors.
Expectations on the part of leaders as well as of followers regarding what is the best way to lead are culturally endorsed.

31. Contingency Theory Jakob Lauring
Leadership models differ because the importance of such variables as relationships, short-term profits, hierarchies, ethics, and risk differ from culture to culture.
The basic premise is that the leader’s context or situation moderates the relationship between the leader’s personality traits and effectiveness.
Understand the context and you will be able to evaluate which personality traits are most effective (Fiedler, 1967).

32. Jakob Lauring
What global leadership styles are most useful for motivated versus unmotivated employees explain why?

33. Competencies unique to global leadership
Jakob Lauring
Competencies unique to global leadership
Reduced ethnocentrism or valuing
Cultural flexibility or adaptation
Tolerance of ambiguity.
Effective leadership depends not only on the adequate administration of rewards and technical abilities but also on how the supervisor's actions are interpreted by subordinates

34. Ethnocentrism Jakob Lauring
Definition: Nationalistic self-centeredness or the belief that those from other cultures are inferior.
Ethnocentric individuals interpret and evaluate other’s behavior using their own standards and make little effort to modify their own behavior to suit other cultural values.
No effective coping with new social norms, values
Damaging to the development and maintenance of cross-cultural interpersonal interactions.
A global leader’s ethnocentrism can have a deleterious effect on intergroup relations with co-workers, clients and subordinates and reduce success in tasks where a locally-responsive approach would be most appropriate.

35. Cultural flexibility Jakob Lauring
Definition: The capacity to substitute activities enjoyed in one’s home country with existing, and usually distinct, activities in the host country.
Cultural flexibility can enhance global leaders’ effectiveness when they are living and working internationally for extended periods of time.
Global leaders will often need to substitute their preferred way of doing things with a culturally different way. Increasing cultural flexibility is an important developmental goal, especially among those global leaders who take frequent international business trips.

36. Tolerance for ambiguity
Jakob Lauring
Tolerance for ambiguity
Definition: The ability to manage ambiguous, new, different, and unpredictable situations.
More effectively for managing the stress imposed by uncertain environments and to be more adaptive and receptive to change and rapidly changing conditions.
Given the many uncertainties and the complexity of the global economy, it is appropriate for global leadership programs to seek to develop a tolerance for ambiguity.

37. Organization-initiated leadership developmental
Participation/involvement in global teams
Global travel that encourages learning from colleagues in different countries
In-country training or coaching
Cross-national mentors
Global rotational programs
Formal instructional programs
International assignments (expatriation)

38. Personality factors Jakob Lauring
Neuroticism/dispositional affectivity (positive/negative)
Openness to experience
Extraversion (sociable)

39. Contextual factor Jakob Lauring
About two-thirds of the characteristics of effective global leaders are generalizable the other third are context-specific.
Four major context-specific factors:
Company affiliation, managerial position, country affiliation, and functional responsibility.
The leader of a Japanese group of engineers at Toyota needs some skills that are different than the leader of a German group of accountants at Lufthansa.

40. Forhandling I teams

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