组织变革4.pptVIP

Chapter 4 Change Tools Topic Outline Introduction: change paths v. change tools Theoretical explanations on change path difference 9 change tools or models Opening case---Deloitte How did Deloitte bring changes into the organization? What is the change path of Deloitte based on? (the previous history of the org., lessons from the US, the decisions drive of the ceo) Change is a journey into the unknown. The greatest likelihood is an encounter with the unpredictable. Unexpected events are a natural partner of change. Stereotype on change Is change a process that is planned on the basis of widely accepted principles or “one size fits all” models? Not exactly. Change paths are the product of : --- a particular blend of personal, organizational environmental characteristics Change Paths v. Change Tools Change process is a combination of both the development of a change path (unique for each organisation) the application of change tools (generic and common to many organisations designed to bring about change ) Change path (change planning tool, 8-step model) by Kotter Create or increase a sense of urgency Build the powerful guiding coalition Get the vision right Communicate for buy-in Empower action Create short-term wins Don’t let up Make change stick 2 models for planned organizational change Post-Fordism: a production system requiring ---flatter and more flexible organizational structures ---multi-skilled high-discretion work teams ---the need of catering for the customer requirements of a niche market Taylorism: a model of work org according to Taylor: ---separation of mental and manual work ---the design of simple standard manual tasks ---the exercise of strict control over work effort Taylorist and post-Fordist Organisations Result of Shift from Taylorism to post-Fordism Org. change is expected to be more widespread with this shift. The org change is linked to economic change, including new forms of competition Non-authoritarian teamwor