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Solution 3

Feedbacks from the previous director (Legris) to Barfuss in order to give incorporate the “Patron” model of french business

Truly a Great Disappointment

Solution 2

Long Term

  • Negotiate: cultural level: incorporating french management to his culture
  • Absorbing the culture of the company (USA/French)  take time and not direct impact
  • More communications – if the Sacha hadn’t sent the letter Barfuss wouldn't know about what was going on inside the company

Solution 1

Dina, Daniela, Mehdi, Duarte

Short Term!!!!

  • Become a boss (leader)
  • Descend to the employees: Go directly to individual employees to workstation and apply DAC model + motivational skills + feedback

->right direction/wrong

  • Keep meeting short (stand up) No more unproductive group meeting (time management:57 hours-> 2hours/month)

Hofstede

Index

  • France High Power distance - People understand their place in the system
  • Communication flows downward
  • Respect upward
  • Legris dictator - problem & solutions
  • Barfuss - Yes Vision No Mission - The mission for employees
  • UA - Employees work well in a structured environment, strict laws

Applied with Legris and company

Not applied with Barfuss but applied with company

Employees confused

  • LTO - Workforce over 45 years
  • Low employee turnover - Legris

- Increase with Barfuss management style

US

  • Flat organization
  • Freedom of expression

French Business Culture

  • Big difference between boss and employees - subordinates
  • Hierarchical - management style – top to bottom
  • Direction, Alignment & Commitment (DAC)
  • French assume that the boss knows everything
  • Directive -> Employees - expecting to be told what to do
  • Direction - what should be done and by when

Theories of Motivation

Link of 2 theories

Herzberg - 2 Factor Theory

  • Relationship between supervisor and employee - Disatisfaction rather than satisfaction
  • Barfuss - high employee turnover (3 people leaving)
  • Legris - Low employee turnover (employees were satisfied)
  • Performance is not delivered - not expected - Blame Barfuss

Reinforcement - Operative Conditioning

Hygiene factors :

-High quality supervision - Legris

Comparison with Barfuss

-No interpersonal relation (only meetings) - Barfuss

-No Feelings of job security (people leaving)

Motivator factors:

-employees had more responsibilities-> not accepted

-no stimulation ("well done")

Comparing to Barfuss

  • Legris used continuous reinforcement schedule
  • Each time the correct behavior is performed when the employees performed the task
  • He would change his persona and become more social which would indicate to the employees that they were moving in the right direction which works in the French circumstance.
  • Use of negative reinforcement when things went wrong.

Expectancy

  • Employees motivated by outcome
  • Selected behavior - desirability of outcome
  • Peer - approval
  • Job satisfaction - Legris feedback
  • Employees - direction
  • No social skills
  • No Leadership DAC model
  • 1/3 of the time spent on meeting - no solution, no direction (57 out of 140 working hours -> disturb in working routine)

Production Director

Differences

Mr Legris

  • Not managing in a way french employees expected to
  • French value working experience
  • Conflict with his own culture
  • Not implement into culture effectively
  • Hours of meeting - A lot but no productive
  • Doesn't have Austrian mentality and French mentality
  • French employees don't give feedback to the Boss
  • They just take directions

Herr Dr Barfuss

  • High education qualification
  • International Culture - USA
  • Management not Native or French
  • Not managing how french expected
  • Austrian - Problem 1

Not acting as an Austrian or a French

  • French workforce expectation different to Barfuss
  • Culture - French
  • Patron model - Norm for French business life
  • Applies DAC
  • Social and direct

Similarities

Differences

  • Workforce looked up to him for direction
  • Analysis problem, solution and direction

  • Cultural hierarchical titles & ranks

  • Same management cultural style - gentle but still directive approach

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