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This document discusses Dyson's organizational structure and culture. It begins with an overview of Dyson's current functional structure. It then examines different international structures and proposes adopting a regional structure for Dyson with country managers overseeing local operations, logistics, HR and marketing. The document also discusses cultural challenges for Dyson from differences in communications, disagreements and retention. It proposes training, trust-building and rewards to address these challenges. In conclusion, it advocates for continuous improvement to increase Dyson's performance over time.

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83 views15 pages

Presentationfinal 12530343754529 Phpapp01

This document discusses Dyson's organizational structure and culture. It begins with an overview of Dyson's current functional structure. It then examines different international structures and proposes adopting a regional structure for Dyson with country managers overseeing local operations, logistics, HR and marketing. The document also discusses cultural challenges for Dyson from differences in communications, disagreements and retention. It proposes training, trust-building and rewards to address these challenges. In conclusion, it advocates for continuous improvement to increase Dyson's performance over time.

Uploaded by

Iqra Bilal
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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DYSON CASE STUDY

Atul Kumar Jain Hasmeet Kaur Lai Kian Wei Lee Siow Woei Sreerag T Gangadharan Murali Krishnan

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. 2. 3. 4.

Functional

Regional
Product Customer

Pressures for Global integration

GLOBAL

TRANSNATIONAL

S T R O N G W E A K

INTERNATIONAL

MULTINATIONAL

WEAK

STRONG

Source : Kelly (2009)

PROPOSED STRUCTURE OF DYSON

Board of Directors CEO R&D

Liaison
ASIA M L O HRM EUROPE M L O HRM AMERICA M L O HRM AUS & NZ M L O HRM

Production

THE CULTURAL ICEBERG


1/8th above the

Conscious behaviors

surface
Unconscious beliefs and values

7/8ths below the

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)

Firm Infrastructure

INPUT

Human Resource Management Technology Development Procurement


Inbound Operations Outbound Logistics Logistics Marketing & Sales Services

Information Flow

OUTPUT

Research & Development

Inbound Operations Logistics

Outbound 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

Modified from : Joshi A.W. (2009)

Period

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 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

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

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