Analysis Of Structure, Culture And Information System In Dyson Case Study

INTRODUCTION

CURRENT STRUCTURE OF DYSON Board of Directors

CEO

Logistics

Finance

Marketing

Operations

Production

R&D

HRM

DETERMINATION OF ORGANISATIONAL STRUCTURES Traditional Structure

International Structure

Pressures for Local Responsiveness

1.

Functional

2.

Regional

3.

Product

4.

Pressures for Global integration

Customer

GLOBAL

INTERNATIONAL

WEAK

Source : Kelly (2009)

TRANSNATIONAL

S T R O N G

MULTINATIONAL

W E A K

STRONG

PROPOSED STRUCTURE OF DYSON

Board of Directors CEO

Liaison

R&D

Production

ASIA

EUROPE

AMERICA

AUS & NZ

M

M

M

M

L

L

L

L

O

O

O

O

HRM

HRM

HRM

HRM

THE CULTURAL ICEBERG

Conscious behaviors

1/8th above the surface

Unconscious beliefs

7/8ths below the

and values

surface

Modified from : Gary R. Weaver (1998)

CULTURAL CHALLENGES IN DYSON

Communications

Disagreements

Challenges

Retentions

Ethnocentrism

POSSIBLE SOLUTIONS HCN Strategy (Kelly 2009)

Training • Cultural Literacy • Cross-Cultural Competence

Trust • Co-operation • Motivation

Reward • Appreciation • Higher Education

“Culture – assimilate it, protect it, value it” Source : Herriot and Pemberton (1995)

Impact of Culture on Use of Information and Knowledge Resources Shape assumptions about which knowledge is important

Mediates the relationship between level of knowledge

Culture Create a context for social interaction

Creation and adoption of new knowledge

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

INPUT

Information Flow

Firm Infrastructure Human Resource Management Technology Development

OUTPUT

Procurement Inbound Operations Outbound Logistics Logistics

Research & Development

Marketing & Sales

Services

Inbound Operations Outbound Logistics Logistics

Marketing & Sales

Services

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

International Organisations for Standardisations

CONCLUSION 

Step-by-step changes (minimum risk)



Kaizen (continuous improvement) Performance

D

C B A

Modified from : Joshi A.W. (2009)

Period

Q&A

References 

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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 121 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 

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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