1. Organization Development and Change
Session: 08
Organization Development in
Global Settings
Developed by: M.Salman Azhar

2. Learning Objectives for Chapter Twenty One
To explore the differences in OD applications in a cross-cultural context.
To understand the cultural values that might impact OD applications in other cultures
To examine how OD can best be applied in worldwide firms and global social change organizations
Developed by: M.Salman Azhar

3. Growth of OD in Global Settings
The rapid development of foreign economies
The increasing worldwide availability of technical and financial resources
The emergence of a global economy
Developed by: M.Salman Azhar

4. Developed by: M.Salman Azhar
Cultural Values
Context
Power Distance
Uncertainty Avoidance
Achievement Orientation
Individualism
Developed by: M.Salman Azhar

5. Developed by: M.Salman Azhar
Context
The extent to which meaning in communication is carried in the words
Organizations in high context cultures tend to value ceremony and ritual, the structure is less formal, there are fewer written policies, and people are often late for appointments
Developed by: M.Salman Azhar

6. Developed by: M.Salman Azhar
Power Distance
Extent to which members of a society accept that status and power are distributed unequally in an organization
Organizations in these cultures tend to be autocratic, possess clear status differences, and have little employee participation
Developed by: M.Salman Azhar

7. Uncertainty Avoidance
The extent to which members of a society tolerate the unfamiliar and unpredictable
Organizations in these cultures tend to value experts, prefer clear roles, avoid conflict, and resist change
Developed by: M.Salman Azhar

8. Achievement Orientation
The extent to which people in a society value assertiveness and the acquisition of material goods
Organizations in these cultures tend to associate achievement with wealth and recognition, value decisiveness, and support clear sex roles
Developed by: M.Salman Azhar

9. Developed by: M.Salman Azhar
Individualism
The extent to which people in a society believe they should be responsible for themselves and their immediate family
Organizations in these cultures tend to encourage personal initiative, value time and autonomy, and accept competition
Developed by: M.Salman Azhar

10. Cultural and Economic Contexts of International OD Practice
Cultural Fit with OD Practice
Low
High
South Pacific
South America
Middle East
India
South Africa
Moderate
Level of Economic
Development
Central America
Eastern Europe
Asia
United Kingdom
Scandinavia
USA
High
Developed by: M.Salman Azhar

11. Worldwide Organizations
Offer products or services worldwide
Balance product and functional concerns with geographic issues
Coordination must address complex personnel and cross-cultural issues
Its competitive position in one national market is affected by its global integration and local responsiveness
Developed by: M.Salman Azhar

12. The Integrative-Responsiveness Framework
High
Global
Orientation
Transnational Orientation
International Orientation
Multinational Orientation
Need for Global
Integration
Low
High
Low
Need for Local Responsiveness
Developed by: M.Salman Azhar

13. Worldwide Strategic Orientations
Offer products/services in more than one country
Balance product and functional concerns with geographic issues of distance, time, and culture
Carry out coordinated activities across cultural boundaries using a wide variety of personnel
Developed by: M.Salman Azhar

14. Worldwide Strategic Orientations
The International
The Global Orientation
The Multinational Orientation
The Transnational Orientation
Developed by: M.Salman Azhar

15. International Strategic Orientation
Characteristics of the International Design
Sell existing products/services to nondomestic markets
Goals of increased foreign revenues
Implementing the International Orientation
OD facilitates extending the existing strategy into the new market
Cross-cultural training and strategic planning
Developed by: M.Salman Azhar

16. The Global Strategic Orientation
Characteristics of the Global Design
Centralized with a global product structure
Goals of efficiency through volume
Implementing the Global Orientation
OD supports career planning, role clarification, employee involvement, conflict management and senior management team building to help achieve improved operational efficiency
OD helps the organization transition to global integration from local responsiveness
Developed by: M.Salman Azhar

17. The Multinational Strategic Orientation
Characteristics of the Multinational Design
Operate a decentralized organization
Goals of local responsiveness through specialization
Implementing the Multinational Orientation
OD helps with intergroup relations, local management selection and team building
OD facilitates management development, reward systems, and strategic alliances
Developed by: M.Salman Azhar

18. Transnational Strategic Orientation
Characteristics of the Transnational Design
Tailored products
Goals of learning and responsiveness through integrations
Implementing the Transnational Orientation
Extensive selection and rotation
Acquire cultural knowledge and develop intergroup relations
Build corporate vision
Developed by: M.Salman Azhar

19. Global Social Change Organizations
Their primary task is a commitment to serve as an agent of change in the creation of environmentally and socially sustainable world futures
They have discovered and mobilized innovative social-organizational architectures
They hold values of empowerment in the accomplishment of their global change mission
They are globally-locally linked in structure, membership, or partnership and thereby exist as entities beyond the nation-state
They are multi-organizational and often cross-sectoral
Developed by: M.Salman Azhar

20. Application Stages of Global Social Change Organizations
Build the local organization
Using values to create the vision
Recognizing that internal conflict is often a function of external conditions
Understanding the problems of success
Create horizontal linkages
Build a network of local organizations with similar views and objectives
Develop vertical linkages
Create channels of communication and influence upward to governmental and policy-level, decision-making processes
Developed by: M.Salman Azhar

21. Global Social Change Organizations OD Roles and Skills
Bridging Role
Stewardship Role
Communication Skills
Negotiation Skills
Networking Skills
Developed by: M.Salman Azhar