1. Chapter Three: 3.1 SHIFTS IN THE CULTURE
INTRODUCTION
RECOGNIZING SIGNIFICANT SHIFTS IN
THE CULTURE
ECONOMIC CHANGE AND CULTURAL SHIFT
HOW NEW TECHNOLOGY CAUSES SHIFT
HOW FOREIGN INTERVENTION CAUSES SHIFT
IMPLICATIONS FOR THE MANAGER
SUMMARY
EXERCISE.

2. Chapter Three: 3.2 FACTORS THAT CAUSE THE CULTURE TO SHIFT
The culture may shift in response to significant changes
in the business environment. This chapter examines
the influence of the following;
economic change (3.3)
technology (3.4)
foreign intervention (3.5)

3. Chapter Three: 3.3 THE THREE MAIN STAGES OF TECHNOLOGICAL DEVELOPMENT
A company develops its technology by
acquiring an existing technology; e.g. one transferred by a joint venture partner
adapting an existing technology to meet local needs
creating new technology.

4. (3.3) The development of new technology empowers the company to
ai. create the same numbers of old products or
services more efficiently
aii. create greater numbers of old products or services
b. create new products or services
c. develop new organizational structures that regulate
the new work roles resulting from use of the technology.

5. Chapter Three: 3.4 OUTSIDE INTERVENTION MAY INFLUENCE THE CULTURE WHEN
the outsiders are respected
they have regular contacts with significant groups within the local society; they create relationships and build role models
leading members of the local society want change, and existing local structures are incapable of implementing this change
the outsiders offer the desired change.

6. Chapter Three: 3.5 OUTSIDER INTERVENTION IN THE ORGANIZATIONAL CULTURE
Intervention is more likely to cause long-term changes
in the organizational culture when
the outsiders are respected-both as individuals and as representatives of their organization. Their interventions meet perceived needs
the outsiders have regular contacts with significant groups within the local company; they create relationships and role models
influential managers in the local company champion the change proposals made by the outsiders.