0 оценок0% нашли этот документ полезным (0 голосов)
42 просмотров10 страниц
This document discusses various aspects of organizational change management. It covers the pressures driving change, how organizations and the roles within them are evolving, and strategies for continuous improvement. Quality management approaches are also compared over time, from a previous product-focused definition of quality to a modern customer-oriented definition. Barriers to change that can create resistance are examined, as well as dimensions of organizational culture that impact how change is implemented. The key themes covered are the factors influencing organizational change, evolving views of quality management, and challenges to successful change management.
This document discusses various aspects of organizational change management. It covers the pressures driving change, how organizations and the roles within them are evolving, and strategies for continuous improvement. Quality management approaches are also compared over time, from a previous product-focused definition of quality to a modern customer-oriented definition. Barriers to change that can create resistance are examined, as well as dimensions of organizational culture that impact how change is implemented. The key themes covered are the factors influencing organizational change, evolving views of quality management, and challenges to successful change management.
This document discusses various aspects of organizational change management. It covers the pressures driving change, how organizations and the roles within them are evolving, and strategies for continuous improvement. Quality management approaches are also compared over time, from a previous product-focused definition of quality to a modern customer-oriented definition. Barriers to change that can create resistance are examined, as well as dimensions of organizational culture that impact how change is implemented. The key themes covered are the factors influencing organizational change, evolving views of quality management, and challenges to successful change management.
THE BUSINESS ENVIRONMENT THE ORGANIZATIONS (NEW & OLD CUSTOMER VALUE STRATEG! CONTINUOUS IMPROVEMENT CHANGES IN THE DOMINANT ROLE OF VARIOUS FUNCTIONAL MANAGERS " DEPARTMENTS IN CORPORATE STRATEG! FORMULATION CHANGE IN CORPORATE CULTURE #UALIT! ERAS BARRIERS TO CHANGE
THE BUSINESS ENVIRONMENT
THE PRESSURES FOR ORGANIZATIONAL CHANGE Source: Engineering Management by Fraidoon Mazda Re$%e&ent& O%gan'(at')n Source: Management by Griffin RGANZATIONSTHE ORGANZATION OLD PARADIGM NEW (Emerging) PARADIGM Stable Dynamic Inflexible Flexible Job-focused Skills-focused Work is defined by job positions Work is defied in terms of tasks to be done Individual-oriented Team-oriented Permanent Job Temporary Job ommand-oriented Involvement-oriented !ana"ers al#ays make decisions $mployees participate in decision makin" %ule-oriented ustomer-oriented %elatively &omo"eneous #orkforce Diverse #orkforce Workdays defined as ' to ( Workdays &ave no time boundaries )ierarc&ical relations&ips *ateral and net#orked relations&ips Work at or"ani+ational facility durin" specific &ours Work any#&ere, anytime THE ORGANIZATIONS (NEW & OLD) CONTINUOUS IMPROVEMENT Source: Foundations of Management by Stephen P. Robins Source: TQM ! "irtua# $ni%ersity Pub#ication CUSTOMER VALUE STRATEGY Source: A Virtual University Publication CHANGES IN THE DOMINANT ROLE OF VARIOUS FUNCTIONAL MANAGERS " DEPARTMENTS IN CORPORATE STRATEG! FORMULATION PERIOD T!PICAL FUNCTION REASONS 1945 to 1965 Production /Operations During this period, in most industrial sectors world demand was greater than word supply/capacity. ompanies ould typically there!ore, sell all they could ma"e and hence the production/operations !unction tended to hold way in strategic de#ate. 1965 to early 19$%s &ar"eting 'n a#out the mid ( 196%s, the im#alance #etween a)aila#le world capacity and world demand had #egun to #e redressed. *he outcome was that in most mar"ets selling products #ecame increasingly di!!icult. +ence the ad)ent o! mar"eting,s strategic role which cam to the !ore !rom this time onwards. -arly 19$%s to present day &ar"eting and /or .inance *he recession which occurred in the late 19/%s and early 199$%s resulted in many companies e0periencing !inancial di!!iculties and witnessed a spate o! corporate !ailures. 1lready gaining ground, these e)ent stimulated the emergence o! the !inance/accounting !unction and its roles. CHANGE IN CORPORATE CULTURE - !ec&ani+ation . Source: Operations Management AIOU Publication C)%$)%ate C*+t*%e Source: TQM ! "irtua# $ni%ersity Pub#ication QUALITY ERAS Quality Element Previous State QM Definition Product-oriented ustomer /riented Priorities Second to service and cost First amon" e0uals of service and cost Decisions S&ort- term *on"- term $mp&asis Detection Prevention $rrors /perations Systems %esponsibility 1uality ontrol $veryone Problem Solvin" !ana"ers Teams Procurement Price *ife ycle costs, partners&ips !ana"er2s %ole Plan, assi"n, control, and enforce Dele"ate, coac&, facilitate, and mentor TYPICAL QUALITY ELEMENTS (PREVIOUS AND PRESENT TQM STATE) WALL OF RESISTANCE TO CHANGE Source: TQM by Suganthi Source: TQM by &a#e '. (esterfie#d *he 'ne%t'a within the organi2ation, caused #y the norms that ha)e #een operating o)er se)eral years. -mployees !eel threatened #y the change and #ecome suspicious a#out their career paths. -mployees may !eel that they are no longer in control o! their own career paths. -mployees #ecome suspicious a#out their !uture roles.
-mployees who are put into a new role #y the change may !eel that they would not #e a#le to cope with their changed role. Past e0perience within the organi2ation o!ten determents !uture #eha)ior. there!ore #e 3udged against this e0perience and may not #e )iewed in a !a)oura#le light. Source: Engineering Management by Fraidoon Mazda Source: Engineering Management by Fraidoon Mazda BARRIERS TO CHANGE MANAGING CHANGE Setting the vision Communicating the change Project managing the change Flexible policies Putting people !irst *hrough C)%e C)n,e$t& THE ORGANIZATION MANAGEMENT MANAGER THE BUSINESS S!STEM THE BUSINESS ENVIRONMENT THE DECISION MA-ING PROCESS
Dimensions o! Organi"ational #ulture
3ttention to Detail 3ttention to Detail /utcome /rientation /utcome /rientation People /rientation People /rientation Team /rientation Team /rientation 3""ressiveness 3""ressiveness Stability Stability Innovation and %isk Takin" Innovation and %isk Takin" /r"ani+ational ulture /r"ani+ational ulture De"ree to #&ic& employees are expected to ex&ibit precision, analysis, and attention to detail De"ree to #&ic& mana"ers focus on results or outcomes rat&er t&an on &o# t&ese outcomes are ac&ieved De"ree to #&ic& employees are encoura"ed to be innovative and to take risks De"ree to #&ic& mana"ement decisions take into account t&e effects on people in t&e or"ani+ation De"ree to #&ic& #ork is or"ani+ed around teams rat&er t&an individuals De"ree to #&ic& employees are a""ressive and competitive rat&er t&an cooperative De"ree to #&ic& or"ani+ational decisions and actions emp&asis maintainin" t&e status 0uo