INTRODUCTION

Board of

Directors

FinanceLogistics R & DOperations HRMMarketing

CEO

Production

CURRENT STRUCTURE OF DYSON

GLOBAL TRANSNATIONAL

INTERNATIONAL MULTINATIONAL

Pressuresfor

Globalintegration

Pressures for Local Responsiveness

WEAK STRONG

STRONG

WEAK

DETERMINATION OF ORGANISATIONAL STRUCTURES

Source : Kelly (2009)

Functional

Regional

Product

Customer

Traditional Structure International Structure

1.

2.

3.

4.

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

THE CULTURAL ICEBERG

Conscious behaviors 1/8th above the

surface

Unconscious beliefs

and values

7/8ths below the

surface

Modified from : Gary R. Weaver (1998)

Disagreements

Retentions

Communications

CULTURAL CHALLENGES IN DYSON

Ethnocentrism

Challenges

POSSIBLE SOLUTIONS

“Culture – assimilate it, protect it, value it”

Source : Herriot and Pemberton (1995)

Training

• Cultural Literacy

• Cross-Cultural Competence

Trust

• Co-operation

• Motivation

Reward

• Appreciation

• Higher Education

HCN Strategy(Kelly 2009)

Impact of Culture on Use of Information and

Knowledge Resources

Shape assumptions about which knowledge is

important

Mediates the relationship between level of knowledge

Create a context for social interaction

Creation and adoption of new knowledge

Culture

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

IN

PU

TFirm Infrastructure

Human Resource Management

Technology Development

Procurement

Inbound Logistics

Operations Outbound Logistics

Marketing & Sales

Services

Research &

DevelopmentInbound Logistics

Operations Outbound Logistics

Marketing & Sales

Services

OUTPUT

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

Information Flow

Info

rmation F

low

International Organisations for

Standardisations

CONCLUSION

Step-by-step changes (minimum risk)

Kaizen (continuous improvement)

A

D

B

C

Performance

Period

Modified from : Joshi A.W. (2009)

Q & A

References

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

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

Gapp R., Fisher R. and Kobayashi K. (2008), Implementing 5S within a Japanese context : an Integrated Management System, Griffith Business School, pp 565 – 579

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

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

Marimon F., Heras I. and Casadesus M. (2009), ISO 9000 and ISO 14000 Standards: 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 a Competitive Advantage, Harvard Business Review, July-August 63, pp 149 – 174

References

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

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

Weaver, G. R. (1998) „Culture, communication and conflict : readings in intercultural relations‟ (2nd editions), Simon and Schuster

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