进程结构转型(英文).pptVIP

Organisation Culture Intervention: Process, structure and re-structuring.第一页，共二十七页。 QuestionsHow are characteristics of organisational culture variously described?Merits and limitations of descriptions?Themes and tensions in debates about organisation culture.Hard structure technical systems vs. soft humanistic concerns第二页，共二十七页。 QuestionsWhat is organisational development (OD?)What models can be defined and how do these shape understanding of organisational change?What issues face a change agent - someone acting as an OD consultant/player?What pearls of wisdom would you offer someone initiating an OD programme - taking their first steps?第三页，共二十七页。 Soft systemsValuesInteractionsCommitmentsMotivationsLoyaltiesPerceptionsLeadership teamsCommunicationHard systemsPoliciesProceduresSystemsPerformancesTechnologiesEfficienciesChange, improve, perform better, re-orientate, lead, trim your sails, be different, differentiate products/services and costs第四页，共二十七页。 Interventions to change soft cultureR.H. Kilmann 1985, in Harvey and Brown, 1992The organisation itself has an invisible quality - a certain style, a character, a way of doing things - that may be more powerful than the dictates of any one person or any formal system. To understand the soul of the organisation requires that we travel below the charts, rule books, machines, and buildings into the underground world of the corporate culture第五页，共二十七页。 What is a corporate culture?a system of shared values and beliefs which interact with an organisation’s people, structure and systems to produce behavioural norms - “the way we do things around here”.e.g Sackmann, 1989: Walck, 1989Whose norms?Shared or based on dominant power source and/or ideology?第六页，共二十七页。 Other points on “culture”Profit vs. not-for-profit organisations (NPOs)sub-cultures in the organisation which differ or conflictIs management style corporate culture a key success factor influencingsurvival?modes of membership and commitment?communication