进程结构转型(英文)课件

OrganisationCulture&Intervention: Process,structure andre-structuring.OrganisationCulture&QuestionsHowarecharacteristicsoforganisationalculturevariouslydescribed?

Meritsandlimitationsofdescriptions?

Themesandtensionsindebatesaboutorganisationculture.

Hardstructure&technicalsystemsvs.softhumanisticconcernsQuestionsHowarecharacteristi

QuestionsWhatis"organisationaldevelopment"(OD?)Whatmodelscanbedefinedandhowdotheseshapeunderstandingoforganisationalchange?Whatissuesfacea"changeagent"-someoneactingasanODconsultant/player?What"pearlsofwisdom"wouldyouoffersomeoneinitiatinganODprogramme-takingtheirfirststeps?QuestionsWhatis"organisatioSoftsystemsValuesInteractionsCommitmentsMotivationsLoyaltiesPerceptionsLeadership&teamsCommunicationHardsystemsPoliciesProceduresSystemsPerformancesTechnologiesEfficienciesChange,improve,performbetter,re-orientate,lead,trimyoursails,bedifferent,differentiateproducts/servicesandcostsSoftsystemsHardsystemsChangeInterventionstochangesoftcultureR.H.Kilmann1985,inHarveyandBrown,1992

Theorganisationitselfhasaninvisiblequality-acertainstyle,acharacter,awayofdoingthings-thatmaybemorepowerfulthanthedictatesofanyonepersonoranyformalsystem.Tounderstandthesouloftheorganisationrequiresthatwetravelbelowthecharts,rulebooks,machines,andbuildingsintotheundergroundworldofthecorporatecultureInterventionstochangesoftcWhatisacorporateculture?asystemofsharedvaluesandbeliefswhichinteractwithanorganisation’speople,structureandsystemstoproducebehaviouralnorms-“thewaywedothingsaroundhere”.

e.gSackmann,1989:Walck,1989Whosenorms?Sharedorbasedondominantpowersourceand/orideology?Whatisacorporateculture?aOtherpointson“culture”Profitvs.not-for-profitorganisations(NPOs)

sub-culturesintheorganisationwhichdifferorconflictIsmanagementstyle&corporatecultureakey"success"factorinfluencingsurvival?modesofmembershipandcommitment?communicationandleadershipbehaviour?problem-analysisanddecision-makingfortheentiresystem?Otherpointson“culture”ProfiTheinfluenceof“corporateculture”legitimisationofpurposeandcontrolgivesmembersasenseofwhattodo,howtobehaveandwhatprioritiestofocusonhelpsmembersbridgethegapbetweenformaldirectivesandhowtheworkactuallygetsdoneenables“supervisionandcontrol”thru.mind-set

Comparewithprecision"engineering"modeloforganisationstructures,work-technology,methodsandcontrolsTheinfluenceof“corporatecuMintzberg:FiveGluesMutualadjustmentDirectsupervisionStandardisationofSystemsandproceduresSkillsResultsAcceptanceoflegitimateauthority(power)isassumed.Neo-Weberianbureaucracy.Mintzberg:FiveGluesMutualadObservationsNoonecultureworksbestforallorganisations

Managementstylesandnorms,valuesandbeliefsoforganisationmemberscombinetoformthecorporateculture.

DealandKennedy(1983)

Asharedhistorybetweenmembersbuildsadistinctcorporateidentityorcharacter.Whatistheproblemwiththisstatement?ObservationsNoonecultureworCultureenclave-organisationalpowerplaysOrganisationaldevelopmentsignifieschange,andforchangetooccurinanorganisation,powermustbeexercised.

Burke,1982

Power….theabilitytogetone’swayinasocialsituation.

intentionalinfluencethecapacitytoeffect(oraffect)organisationaloutcomes

FrenchandBell1995

corporate,managerialhegemony?Factorfantasy?Cultureenclave-organisationMintzberg,inFrenchandBell,1995“..organisationalbehaviourisapowergameinwhichvariousplayersseektocontroltheorganisation’sdecisionsandactions.”

Pre-requisitesourcesorbasesofpowerexpenditureofenergypoliticalskillControlof1.aresource2.technicalskill(1-3mustbecriticaltotheorganisation)3.abodyofknowledge4.Legalprerogatives-exclusiverights/privilegestoimposechoices5.Accesstothosewhohavepowerbasedon1-4.Mintzberg,inFrenchandBell,BasesofsocialpowerFrenchandBell1959RewardPowerCoercivePowerLegitimatePowerReferentPower&

CharismaticPowerExpertPowerhttp://sol.brunel.ac.uk/~jarvis/bola/power/power.htmlMorgan1997-ImagesofOrgnResource-basedBureaucracy-basedDecisionControlKnow-HowTheContingentHeroManagingBoundariesTechnologicalDependenceAlliancesandNetworks“Countervailers”SymbolismGenderGroupthinkBasesofsocialpowerFrenchanOrganisationalpoliticsSub-setofpower?Informalpower?Illegitimateinnature?ConflictsofinterestsConflictorcompetitionforscarceresourcesPay-offmatrix-howgoods&servicesaretobedistributedbetweendifferentpartiesStakeholder(claimants,lobbyists)analysis-grievances,power,abilitytoresistchange,winners-losers,OrganisationalpoliticsSub-setOD-dominantparadigmofODNormativeLearning,adaptation,empiricist,rationalist

not

Power-coercive(de-personalisepower&politics)

Weakaccommodationandavoidance?OD-usedasapawn

or "Transcendsthenegativesofpower&politics"??

French&Bell."ODprogramsareunlikelytobesuccessfulinorganisationswithhighnegativefacesofpolitics&power".OD-dominantparadigmofODNHowcanODinterventionistsgainandwieldpower?CompetencePoliticalaccess&sensitivitySponsorshipStature&credibilityResourcemanagementGroupsupportBeer(1980)ODchangeagentsneedtoknowaboutbargaining,negotiation,powershifts&politics,strategiesofinfluences&thecharacteristicsofpowerholdersHard,technicalexpertIntuitive,soft,influentialbehaviouralexpert.HowcanODinterventionistsgaEvaluatingStructures&ProcessesTechniquesof:Hard&softsystemsanalysismeta-systemanalysisre-engineerkeybusinessprocesses(e.g.BPR)Planningprocesses(powerplays)Historical‘evolutionary’models(Quinn&strategy)Pro-activestructuring(Mintzberg)Hybridorganisations-mechanisticwithorganismicVirtualisationChangingunitsofcurrency(knowledge)AnalysisofnetworkingEvaluatingStructures&ProcesExerciseConsideryourorganisationDrawamindmapofconsiderationstobemadewhenrestructuringasignificantpartoftheorganisation?Whataretheparticularfactors-fromyourobservationpoint-thatinfluenceyouranalysis?ExerciseConsideryourorganisaMintzberg1970:Thestructuringoforganisationscentralise

strategicapexmiddlelineTechnostructureSupportstaffoperatingcoreideologyevangelisethin,distribute,devolve?collaboratestandardiseprofessionaliseMintzberg1970:ThestructurinImperatives,limitationsandfailuresofBPRBusinessprocessre-engineeringImperatives,limitationsandfBPRManifestoDefinition

‘Re-engineeringisthefundamentalre-thinkingandradicalre-designofbusinessprocessestoachievedramaticimprovementsincriticalcontemporarymeasuresofperformance,suchascost,quality,serviceandspeed.’

BPRRe-engineeringtheCorporation:AmanifestoforbusinessrevolutionMichaelHammer&JamesChampey1993

BPRManifestoDefinition

BPRReBackgroundsHammer-formerMITcomputerscienceprofessorturnedmanagementconsultantProblemsfacingcompaniesnotbasedonorganisationalstructuresbutprocessstructures(echoesofvaluechain)ProcessstructuresarelegacystructuresñdevelopedincrementallyandhencepatchedRe-engineeringvs.CQI/kaizen,TQMInvolvesre-design&implementation-startwithacleansheetHow?BackgroundsHammer-formerMITThebusinesssystemBusinessprocessesValuesandBeliefsManagementandmeasurementsystemsJobsandstructuresThebusinesssystemBusinessprFieldstaffcansend&receiveinformationwherevertheyare.Datacommunication&portablePCsFieldstaffneedoffices-pointstoreceive,store,retrieve&transmitinformationDecisionmakingispartofeveryone’sjobDecisionsupporttools???Managersmakealldecisions

NewruleDisruptivetechnology

OldruleTheImpactofTechnologyFieldstaffcanDatacommunicatExaminingBPR-Commentaries

BPR-difficulttomobilise,energiseandsustaininverylarge,technicallycomplexorganisationsHughWilmott(UMIST)

‘WilltheturkeysvoteforChristmas?There-engineeringofhumanresources.’EnidMumford(MBS)

BPRversussocio-technicaldesign-employeeperceptions/Morgan’sholographicorganisationWoodetal(SalfordandMMU)

BPRasre-tinkering-needtoimaginenewprocesses&strategiesMintzberg

excessesofBPRpractices(BBCRadio4)ExaminingBPR-Commentaries BPracticeexaminationquestion1.Whydoorganisationdevelopmentinterventionsfrequentlyfailtoliveuptoexpectations?2.Evaluatethemeritsanddifficultiesassociatedwithculturalinterventionstrategies.Practiceexaminationquestion1OrganisationCulture&Intervention: Process,structure andre-structuring.OrganisationCulture&QuestionsHowarecharacteristicsoforganisationalculturevariouslydescribed?

Meritsandlimitationsofdescriptions?

Themesandtensionsindebatesaboutorganisationculture.

Hardstructure&technicalsystemsvs.softhumanisticconcernsQuestionsHowarecharacteristi

QuestionsWhatis"organisationaldevelopment"(OD?)Whatmodelscanbedefinedandhowdotheseshapeunderstandingoforganisationalchange?Whatissuesfacea"changeagent"-someoneactingasanODconsultant/player?What"pearlsofwisdom"wouldyouoffersomeoneinitiatinganODprogramme-takingtheirfirststeps?QuestionsWhatis"organisatioSoftsystemsValuesInteractionsCommitmentsMotivationsLoyaltiesPerceptionsLeadership&teamsCommunicationHardsystemsPoliciesProceduresSystemsPerformancesTechnologiesEfficienciesChange,improve,performbetter,re-orientate,lead,trimyoursails,bedifferent,differentiateproducts/servicesandcostsSoftsystemsHardsystemsChangeInterventionstochangesoftcultureR.H.Kilmann1985,inHarveyandBrown,1992

Theorganisationitselfhasaninvisiblequality-acertainstyle,acharacter,awayofdoingthings-thatmaybemorepowerfulthanthedictatesofanyonepersonoranyformalsystem.Tounderstandthesouloftheorganisationrequiresthatwetravelbelowthecharts,rulebooks,machines,andbuildingsintotheundergroundworldofthecorporatecultureInterventionstochangesoftcWhatisacorporateculture?asystemofsharedvaluesandbeliefswhichinteractwithanorganisation’speople,structureandsystemstoproducebehaviouralnorms-“thewaywedothingsaroundhere”.

e.gSackmann,1989:Walck,1989Whosenorms?Sharedorbasedondominantpowersourceand/orideology?Whatisacorporateculture?aOtherpointson“culture”Profitvs.not-for-profitorganisations(NPOs)

sub-culturesintheorganisationwhichdifferorconflictIsmanagementstyle&corporatecultureakey"success"factorinfluencingsurvival?modesofmembershipandcommitment?communicationandleadershipbehaviour?problem-analysisanddecision-makingfortheentiresystem?Otherpointson“culture”ProfiTheinfluenceof“corporateculture”legitimisationofpurposeandcontrolgivesmembersasenseofwhattodo,howtobehaveandwhatprioritiestofocusonhelpsmembersbridgethegapbetweenformaldirectivesandhowtheworkactuallygetsdoneenables“supervisionandcontrol”thru.mind-set

Comparewithprecision"engineering"modeloforganisationstructures,work-technology,methodsandcontrolsTheinfluenceof“corporatecuMintzberg:FiveGluesMutualadjustmentDirectsupervisionStandardisationofSystemsandproceduresSkillsResultsAcceptanceoflegitimateauthority(power)isassumed.Neo-Weberianbureaucracy.Mintzberg:FiveGluesMutualadObservationsNoonecultureworksbestforallorganisations

Managementstylesandnorms,valuesandbeliefsoforganisationmemberscombinetoformthecorporateculture.

DealandKennedy(1983)

Asharedhistorybetweenmembersbuildsadistinctcorporateidentityorcharacter.Whatistheproblemwiththisstatement?ObservationsNoonecultureworCultureenclave-organisationalpowerplaysOrganisationaldevelopmentsignifieschange,andforchangetooccurinanorganisation,powermustbeexercised.

Burke,1982

Power….theabilitytogetone’swayinasocialsituation.

intentionalinfluencethecapacitytoeffect(oraffect)organisationaloutcomes

FrenchandBell1995

corporate,managerialhegemony?Factorfantasy?Cultureenclave-organisationMintzberg,inFrenchandBell,1995“..organisationalbehaviourisapowergameinwhichvariousplayersseektocontroltheorganisation’sdecisionsandactions.”

Pre-requisitesourcesorbasesofpowerexpenditureofenergypoliticalskillControlof1.aresource2.technicalskill(1-3mustbecriticaltotheorganisation)3.abodyofknowledge4.Legalprerogatives-exclusiverights/privilegestoimposechoices5.Accesstothosewhohavepowerbasedon1-4.Mintzberg,inFrenchandBell,BasesofsocialpowerFrenchandBell1959RewardPowerCoercivePowerLegitimatePowerReferentPower&

CharismaticPowerExpertPowerhttp://sol.brunel.ac.uk/~jarvis/bola/power/power.htmlMorgan1997-ImagesofOrgnResource-basedBureaucracy-basedDecisionControlKnow-HowTheContingentHeroManagingBoundariesTechnologicalDependenceAlliancesandNetworks“Countervailers”SymbolismGenderGroupthinkBasesofsocialpowerFrenchanOrganisationalpoliticsSub-setofpower?Informalpower?Illegitimateinnature?ConflictsofinterestsConflictorcompetitionforscarceresourcesPay-offmatrix-howgoods&servicesaretobedistributedbetweendifferentpartiesStakeholder(claimants,lobbyists)analysis-grievances,power,abilitytoresistchange,winners-losers,OrganisationalpoliticsSub-setOD-dominantparadigmofODNormativeLearning,adaptation,empiricist,rationalist

not

Power-coercive(de-personalisepower&politics)

Weakaccommodationandavoidance?OD-usedasapawn

or "Transcendsthenegativesofpower&politics"??

French&Bell."ODprogramsareunlikelytobesuccessfulinorganisationswithhighnegativefacesofpolitics&power".OD-dominantparadigmofODNHowcanODinterventionistsgainandwieldpower?CompetencePoliticalaccess&sensitivitySponsorshipStature&credibilityResourcemanagementGroupsupportBeer(1980)ODchangeagentsneedtoknowaboutbargaining,negotiation,powershifts&politics,strategiesofinfluences&thecharacteristicsofpowerholdersHard,technicalexpertIntuitive,soft,influentialbehaviouralexpert.HowcanODinterventionistsgaEvaluatingStructures&ProcessesTechniquesof:Hard&softsystemsanalysismeta-systemanalysisre-engineerkeybusinessprocesses(e.g.BPR)Planningprocesses(powerplays)Historical‘evolutionary’models(Quinn&strategy)Pro-activestructuring(Mintzberg)Hybridorganisations-mechanisticwithorganismicVirtualisationChangingunitsofcurrency(knowledge)AnalysisofnetworkingEvaluatingStructures&ProcesExerciseConsideryourorganisationDrawamindmapofconsiderationstobemadewhenrestructuringasignificantpartoftheorganisation?Whataretheparticularfactors-fromyourobservationpoint-thatinfluenceyouranalysis?ExerciseConsideryourorganisaMintzberg1970:Thestructuringoforganisationscentralise

strategicapexmiddlelineTechnostructureSupportstaffoperatingcoreideologyevangelisethin,distribute,devolve?collaboratestandardiseprofessionaliseMintzberg1970:ThestructurinImperatives,limitationsandfailuresofBPRBusinessprocessre-engineeringImperatives,limitationsandfBPRManifestoDefinition

‘Re-engineeringisthefundamentalre-thinkingandradicalre-designofbusinessprocessestoachievedramaticimprovementsincriticalcontemporarymeasuresofperformance,suchascost,quality,serviceandspeed.’

BPRRe-engineeringtheCorporation:A