IMBA讲义：变革管理.pptVIP

Box 4: Stakeholders CEO / Board of directors Pressure groups Customers Employees Financier etc. Box 5: Decision taking Informal structure Participation in decision taking Review of results Consultation Negotiations etc. Box 6: Autonomy Room for action Personal perspective Status Individual interests etc. Box 7: Organizational Climate Vision Commitment Elan House style etc. Box 8: Co-operation Problem solving Team-play Co-ordination of ideas Meeting styles etc. Box 9: Attitude Creativity Fellowship Trust Dedication etc. Management Effectiveness Analysis Measures behavior + effectiveness Scientific approach Questionnaire (111 items) 21 behavioural sets Situation dependent Strategic + Feedback profiles Individual + group analyses Vision and Strategy ? Designing a Change Program Grow or a Roll-out model Timing Need want Skills (ability) attitude (culture) Change Competence Infrastructure Strategic Component Organizational Success Institutional Component Human Resources Component Change Policy Change Capacity Leading Potential Speed Willingness Infrastructure of Change Competence Source: Cozijnsen Vrakking, 1995 Competing Values Framework: Organizational Effectiveness (Quinn model 1) Flexibility External Internal Control open systems model Rational goal model Internal process model Human relations model Means: cohesion, morale Ends: human resource development Means: planning, goal setting Ends: productivity, efficiency Means: flexibiity, readiness Ends: growth, resource acquisition Means: information management, communication Ends: Stability, control Quinn model 2 4 conditions for changing behaviour need want being allowed can Roll-out change Preparation Planning Transition structures Implementation (= rolling-out) Reward Grow or Process Change Preparation Planning Take first step Check and Correct Take next step E