INTRODUCTION

CURRENT STRUCTURE OF DYSON

Board of
Directors

CEO

Logistics Finance Marketing Operations R&D HRM

Production
 DETERMINATION OF
ORGANISATIONAL STRUCTURES

Traditional Structure International Structure

Pressures for Local Responsiveness

1. Functional S
T
R
Pressures GLOBAL TRANSNATIONAL
2. Regional O
for N
G
Global
3. Product integration
W
E
4. Customer INTERNATIONAL MULTINATIONAL
A
K

WEAK STRONG

Source : Kelly (2009)

 PROPOSED STRUCTURE OF DYSON

Board of
Directors

CEO

R&D Liaison Production

AUS &
ASIA EUROPE AMERICA
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 Trust Reward

• Cultural • Co-operation • Appreciation
Literacy • Motivation • Higher
• Cross-Cultural Education
Competence

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

Source : Herriot and Pemberton (1995)
 Impact of Culture on Use of Information and
Knowledge Resources

Shape assumptions
Mediates the
about which
relationship between
knowledge is
level of knowledge
important

Culture

Create a context for Creation and adoption

social interaction of new knowledge

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

 Firm Infrastructure
Human Resource Management
INPUT

Technology Development
OUTPUT
Procurement
Information Flow

Inbound Operations Outbound Marketing Services

Logistics Logistics & Sales

Research
& Inbound Operations Outbound Marketing Services
Development Logistics Logistics & Sales

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

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