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Dyson Case Study

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The document discusses Dyson's current organizational structure and proposes changes to address challenges in global integration and cultural differences. It analyzes pressures for global integration versus local responsiveness and outlines Dyson's board structure, regional production model, and cultural challenges around disagreements, retentions, communications, and ethnocentrism. Possible solutions include adopting a high-control-national strategy and making step-by-step or continuous improvement changes to performance over time.

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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 Finance Logistics R & D Operations HRM Marketing CEO Production
Pressures for Global integration Pressures for Local Responsiveness WEAK STRONG S T R O N G W E A K 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 HRM HRM 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 1/8 th above the surface Unconscious beliefs and values 7/8 th s below the surface Modified from : Gary R. Weaver (1998)
CULTURAL CHALLENGES IN DYSON Challenges Disagreements Retentions Communications Ethnocentrism
POSSIBLE SOLUTIONS Culture assimilate it, protect it, value it Source : Herriot and Pemberton (1995) HCN Strategy (Kelly 2009)
Impact of Culture on Use of Information and Knowledge Resources Modified from : De Long, D. and Fahey, L. (2000)
INPUT Firm Infrastructure Human Resource Management Technology Development Procurement Inbound Logistics Operations Outbound Logistics Marketing & Sales Services Research & Development Inbound Logistics Operations Outbound Logistics Marketing & Sales Services OUTPUT Modified from : Porter Value Chain Model (1985) adopted from Kelly (2009) Information Flow Information Flow
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 (2 nd 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 (2 nd editions), Simon and Schuster http://www.iso.org/iso/home.html

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Dyson Case Study

  • 1. DYSON CASE STUDY Atul Kumar Jain Hasmeet Kaur Lai Kian Wei Lee Siow Woei Sreerag T Gangadharan Murali Krishnan
  • 3. CURRENT STRUCTURE OF DYSON Board of Directors Finance Logistics R & D Operations HRM Marketing CEO Production
  • 4. Pressures for Global integration Pressures for Local Responsiveness WEAK STRONG S T R O N G W E A K DETERMINATION OF ORGANISATIONAL STRUCTURES Source : Kelly (2009) Functional Regional Product Customer Traditional Structure International Structure 1. 2. 3. 4.
  • 5. PROPOSED STRUCTURE OF DYSON HRM HRM HRM HRM 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
  • 6. THE CULTURAL ICEBERG Conscious behaviors 1/8 th above the surface Unconscious beliefs and values 7/8 th s below the surface Modified from : Gary R. Weaver (1998)
  • 7. CULTURAL CHALLENGES IN DYSON Challenges Disagreements Retentions Communications Ethnocentrism
  • 8. POSSIBLE SOLUTIONS Culture assimilate it, protect it, value it Source : Herriot and Pemberton (1995) HCN Strategy (Kelly 2009)
  • 9. Impact of Culture on Use of Information and Knowledge Resources Modified from : De Long, D. and Fahey, L. (2000)
  • 10. INPUT Firm Infrastructure Human Resource Management Technology Development Procurement Inbound Logistics Operations Outbound Logistics Marketing & Sales Services Research & Development Inbound Logistics Operations Outbound Logistics Marketing & Sales Services OUTPUT Modified from : Porter Value Chain Model (1985) adopted from Kelly (2009) Information Flow Information Flow
  • 12. CONCLUSION Step-by-step changes (minimum risk) Kaizen (continuous improvement) A D B C Performance Period Modified from : Joshi A.W. (2009)
  • 13. Q & A
  • 14. References Adler, N. J. (1991), International Dimensions of Organizational Behaviour (2 nd 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
  • 15. 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 (2 nd editions), Simon and Schuster http://www.iso.org/iso/home.html

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