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V-2013: Frankrike Cultural analysis – an instrument for good communication among people Reference: Kulturanalyse: et verktøy for god kommunikasjon mellom.

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Presentation on theme: "V-2013: Frankrike Cultural analysis – an instrument for good communication among people Reference: Kulturanalyse: et verktøy for god kommunikasjon mellom."— Presentation transcript:

1 V-2013: Frankrike Cultural analysis – an instrument for good communication among people Reference: Kulturanalyse: et verktøy for god kommunikasjon mellom mennesker. Cappelen 2007 ISBN: Bordeaux 1 of 6 Magid Al-Araki Oslo and Akershus University College of Applied Sciences [HiOA] Postbox 4, St. Olavs plass NO-0130 Oslo, Norway. Tel: (+47) Homepage: [2]http://home.hio.no/~araki/ [2] Private homepage: [3]http://home.online.no/~al-araki/ [3] Min CV: [4] Cultural Analysis is about the process of acculturation. It is about a model of accultuiration. It goes from Primary, Secondary and Tertiary Socialization. The second part treats Interpersonal Communication. Some methodology and some theories of leadership will be illuminated.

2 Bordeaux 2 of 6 2 Tertiary Socialization Secondary Socialization Primary Socialization Innborn predispositions & senso-motor abilities ISDSIACD AESL MCAP SRAS PEAI

3 Myths & Symbols Climate & Nature Artefacts Patterns of Thinking Ancestral Claims Ethics & Religion Social Experience Language & History Bordeaux 3 of 6 The book Tertiary Socialization Secondary Socialization Primary Socialization Communication In each social context, our feelings are implied through the mixture of our styles of acculturation Integrative style Adaptive style Calculative style Deviative style I-identity See-identity Do-identity Should-identify Styles of acculturation Identities during interaction Innborn predispositions & senso-motor abilities Stereotypes & Prejudices Roles & Ranks Age & Maturity Sex & Personal profile Power & Authority Economic Reasoning Abilities & Skills Independence Rudiments of Selv-assertion Social Solidarity Disciplinary Aptitude Social Predisposition ?

4 6. Networking Figuren på side 46 og 128 N. Luhmann, G. Kelly, W. Bion, Ibn Khaldun osv Premises for Cultural Dialogue 1. Orientation through rucksack 2. Self-esteem 3. Safety 4. Attentiveness 5. Understanding Bordeaux 4 of ÷ ÷ ÷ +

5 Vi stopper her. Bordeaux 5 of 6

6 Bordeaux 6 of 6 Al-Araki, A. Magid. "Kulturanalyse: Modellskisse." al-Araki, Magid. Oktografen. Vol nr. 15, [Oslo]: Høgskolen i Oslo, al-Araki, Magid. Kulturanalyse Et Verktøy for God Kommunikasjon Mellom Mennesker. Oslo: Cappelen akademisk forl., ISBN: al-Araki, Magid. Oktografen En Modell for Forståelse Av Organisasjonens Ansvarsområder Og Virksomhetsprosesser. Hio-Rapport Nr 17. Oslo: Høgskolen i Oslo, al-Araki, Magid. The Octograph with Cases in Organization Development and Project Management, Leadership and Human Resource Management. Hio-Notat 2006 Nr 6. [Oslo]: Oslo University College, Faculty of Business, al-Araki, A. Magid. "The Octograph and E-Learning by Labyrinth-Cases." International Journal on E-Learning 4, no. 3 ( 2005): 281–98. al-Araki, Magid. Case-Eksempler Og Løsningsforslag I Organisasjonsutvikling Og Prosjekt Styring. Hio-Notat Nr 5. Oslo: Høgskolen i Oslo, al-Araki, Magid. Case-Eksempler Og Løsningsforslag I Ledelse Og Personalansvar. Hio-Notat Nr 13. Oslo: Høgskolen i Oslo, The End: Cultural Analysis and Communication Merci References

7 System Theory Bordeaux 1 of 11 Theory of Systems

8 Actors, responsibility and process Input & demand Distribution System Supporting group LeadershipObjectives & plans Empowerment & commitment Outcome & accept DevelopmentOutput [efficiency] Bordeaux 2 of 11 The Octograph Process of Decision Making [Responsibility for Steering the Organization ], Process of Communication [Responsibility for Employees] Process of Production [Responsibility for Efficiency and quality] Process of Innovation [Responsibiliy for Change]

9 Bordeaux 3 of 11 Theory of Systems 2)Oatiavar, his organization, his systems, his leadershp and development plans

10 How? 4 systems How and why Oatava_1? OATIAVAR: 1 & 2? )( I D O L S E OD O Important: vacation and spare time LEAD through insight & cultural mix Think responsibility and behaviour 3_System of Organization 4_System of Actors Input & demand Daily Organization Objectives & plans Leadership Empowerment & Economy Supporting groups Output & production Development of Resources Outcome & Conformity 1_Identities & self-esteem 2_Systems of Thoughts Bordeaux 4 of 11 Leadership_1

11 1_System of Identities & self-esteem 2_Systems of Thoughts 6_System of Operation 7_System of Behaviour: LEAD 3_System of Organization 4_System of Actors Responsibility for styring the organization Responsibility for supporters and employees Resonsibility for efficiency and quality Responsibility for change consequences Process of Decision Making Process of Communication Process of Production Process of Innovation 5_System of Responsibilities How and why Oatava_2? 8_System of Risk Management Exchange of views Participation Ownership of ideas Organizational learning Differentiation of Input Development of offer Ownership of resources Resource Development Bordeaux 5 of 11 Leadership_2

12 Actors, responsibility and process Input & demand Distribution System Supporting group LeadershipObjectives & plans Empowerment & commitment Outcome & accept DevelopmentOutput [efficiency] Bordeaux 6 of 11 The Octograph Process of Decision Making [Responsibility for Steering the Organization ], Process of Communication [Responsibility for Employees] Process of Production [Responsibility for Efficiency and quality] Process of Innovation [Responsibiliy for Change]

13 4_ System of Thoughts 3_Sys. of Identification & self.esteem Save through… Save through mastery of 1_System of Organization 2_System of Actors Productivity Working Conditions Resource Development Exchange of meaning Empoerment & Ownership Participation Organizational Understanding Project Management Problem Solving Methods Results control SAVE through: Save through Evaluation (Final) Time perspectives Tasks (Additional) Bordeaux 7 of 11 Change agent

14 Production Utilized Resources Internal Efficiency Satisfaction of needs External effectiveness High Low High efficiency Less resources Low satisfaction «Wrong» products Low efficiency Much resources Low satisfaction «Wrong» products Low efficiency Much resources High satisfaction «Right» products High efficiency Less resources High satisfaction «Right» products Efficiency and effectiveness Al-Araki, Efficiencey and effectiveness_1 Bordeaux 8 of 11 Efficiency & effectiveness_1

15 Production Utilized Resources Internal Efficiency Satisfaction of needs External effectiveness High Low We are very efective, we utilise less resources, but we produce «wrong» products We are not effective, we utilize much resources and we produce «wrong» products We are not effective, we utilize much resources, but we produce «right» products We are very effective, we utilize less resources and we produce «right» products Efficiency and effectiveness Al-Araki, Efficiencey & effectiveness_2 Bordeaux 9 of 11 Efficiency & effectiveness_2

16 End og 2nd. Part: Oatava & his organization Bordeaux 10 of 11 Merci Al-Araki, A. Magid. "Kulturanalyse: Modellskisse." al-Araki, Magid. Oktografen. Vol nr. 15, [Oslo]: Høgskolen i Oslo, al-Araki, Magid. Kulturanalyse Et Verktøy for God Kommunikasjon Mellom Mennesker. Oslo: Cappelen akademisk forl., ISBN: al-Araki, Magid. Oktografen En Modell for Forståelse Av Organisasjonens Ansvarsområder Og Virksomhetsprosesser. Hio-Rapport Nr 17. Oslo: Høgskolen i Oslo, al-Araki, Magid. The Octograph with Cases in Organization Development and Project Management, Leadership and Human Resource Management. Hio-Notat 2006 Nr 6. [Oslo]: Oslo University College, Faculty of Business, al-Araki, A. Magid. "The Octograph and E-Learning by Labyrinth-Cases." International Journal on E-Learning 4, no. 3 ( 2005): 281–98. al-Araki, Magid. Case-Eksempler Og Løsningsforslag I Organisasjonsutvikling Og Prosjekt Styring. Hio-Notat Nr 5. Oslo: Høgskolen i Oslo, al-Araki, Magid. Case-Eksempler Og Løsningsforslag I Ledelse Og Personalansvar. Hio-Notat Nr 13. Oslo: Høgskolen i Oslo, References

17 Myths & Symbols Climate & Nature Artefacts Patterns of Thinking Ancestral Claims Ethics & Religion Social Experience Language & History Bordeaux 11 of 11 The book Tertiary Socialization Secondary Socialization Primary Socialization Communication In each social context, our feelings are implied through the mixture of our styles of acculturation Integrative style Adaptive style Calculative style Deviative style I-identity See-identity Do-identity Should-identify Styles of acculturation Identities during interaction Innborn predispositions & senso-motor abilities Stereotypes & Prejudices Roles & Ranks Age & Maturity Sex & Personal profile Power & Authority Economic Reasoning Abilities & Skills Independence Rudiments of Selv-assertion Social Solidarity Disciplinary Aptitude Social Predisposition Reference: Kulturanalyse: et verktøy for god kommunikasjon mellom mennesker. Cappelen 2007 ISBN:


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