presentationfinal-12530343754529-phpapp01.ppt

8/14/2019 presentationfinal-12530343754529-phpapp01.ppt

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DYSON CASE STUDY

Atul Kumar Jain

Hasmeet Kaur

Lai Kian Wei

Lee Siow Woei

Sreerag T Gangadharan Murali Krishnan


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INTRODUCTION


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Board ofDirectors

FinanceLogistics R & DOperations HRMMarketing

CEO

Production

CURRENT STRUCTURE OF DYSON


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GLOBAL TRANSNATIONAL

INTERNATIONAL MULTINATIONAL

Pressuresfor

Globalintegration

Pressures for Local Responsiveness

WEAK STRONG

STRONG

W

EAK

DETERMINATION OFORGANISATIONAL STRUCTURES

Source : Kelly (2009)

Functional

Regional

Product

Customer

Traditional Structure International Structure

1.

2.

3.

4.


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PROPOSED STRUCTURE OF DYSON

HRM HRM HRMHRM

Board of

Directors

CEO

Liaison Production

ASIA

M

L

O

L

O

M

EUROPE

O

L

M

AUS &

NZ

O

L

AMERICA

M

R & D


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THE CULTURAL ICEBERG

Conscious behaviors 1/8thabovethe

surface

Unconscious beliefs

and values

7/8ths below the

surface

Modified from : Gary R. Weaver (1998)


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Disagreements

Retentions

Communications

CULTURAL CHALLENGES IN DYSON

Ethnocentrism

Challenges


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POSSIBLE SOLUTIONS

Culture assimilate it, protect it, value it

Source : Herriot and Pemberton (1995)

Training

CulturalLiteracy

Cross-Cultural

Competence

Trust

Co-operation

Motivation

Reward

Appreciation

HigherEducation

HCN Strategy(Kelly 2009)


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Impact of Culture on Use of Information and

Knowledge Resources

Shape assumptionsabout whichknowledge is

important

Mediates therelationship betweenlevel of knowledge

Create a context forsocial interaction

Creation and adoptionof new knowledge

Culture

Modified from : De Long, D. and Fahey, L. (2000)


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INPU

T

Firm Infrastructure

Human Resource Management

Technology Development

Procurement

InboundLogistics

Operations OutboundLogistics

Marketing& Sales

Services

Research&

DevelopmentInboundLogistics

Operations OutboundLogistics

Marketing& Sales

Services

OUTPUT

Modified from : Porter Value Chain Model (1985) adopted from Kelly (2009)

Information Flow

Inform

ationFlow


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International Organisations for

Standardisations


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CONCLUSION

Step-by-step changes (minimum risk)

Kaizen (continuous improvement)

A

D

B

C

Performance

Period

Modified from : Joshi A.W. (2009)


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Q & A


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References

Adler, N. J. (1991), International Dimensions of Organizational Behaviour(2ndeditions), PWS-Kent, USA

De Long, D. and Fahey, L. (2000), Diagnosing culture barriers toknowledge management, Academy of Management Executive (November2000) 14(4), pp 113-127

Gapp R., Fisher R. and Kobayashi K. (2008), Implementing 5S within aJapanese context : an Integrated Management System, Griffith BusinessSchool, pp 565 579

Herriot, P. and Pemberton, C. (1995), Competitive Advantage ThroughDiversity, SAGE, United Kingdom

Kelly, P. (2009), International Business and Management (CustomEdition), Cengage, United Kingdom

Marimon F., Heras I. and Casadesus M. (2009), ISO 9000 and ISO 14000Standards: A Projection Model for the Decline Phase, Vol. 20, No 1, pp 1-21

Porter M.E. and Millar V.E. (1985), How Information Gives You aCompetitive Advantage, Harvard Business Review, July-August 63, pp 149174


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References

Saliola F. and Zanfei A. (2009), Multinational Firms, Global Value Chainsand The Organisation of Knowledge Transfer, Research Policy, pp 369 381

Sohail M.S. and Teo B.H. (2003), TQM Practices and OrganizationalPerformances of SMEs in Malaysia, An International Journal, pp 37-53

Weaver, G. R. (1998) Culture, communication and conflict :readings inintercultural relations (2ndeditions), Simon and Schuster

http://www.iso.org/iso/home.html

Documents

presentationfinal-12530343754529-phpapp01.ppt