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Reading material Books: Understanding Organization by Charles Handy, published in 1976 Gods of Management by Charles Handy in 1995 Organization Culture and Leadership by Edgar Schein Change Management: A Guide to Effective Implementation, by Robert Paton & Mc Calman
A companys management must be ready to push for change in the strategy and organization architecture so that it can adapt, survive, and prosper when facing a new competitive reality.
Future State
(B)
The organization is moved from the current state to the future state in which the design is actually installed or implemented. The functioning of the organization design in the future state meets expectations, or works as planed. The transition is accomplished without undue cost to the organization. The transition is accomplished without undue cost to individual organization members.
1. Organizations in which the employees share hopes for what they will gain from being part of the organization even though each might have a different view of what actions will be required to fulfill those hopes. 2. Employees with little passion for the goals of the organization but are willing to follow the procedures if they agree that those actions will produce the needed results.
3. Organizations in which the employees agree on what they want and how to get there these organizations cultures are highly resistant to change. 4.The employees do not agree either on what they want or on how the world works.
These are the only tools that will elicit cooperation when members of an organization share little consensus on either dimension of the agreement. These may include: negotiation, strategic planning & financial incentives.
The reason of failure was that Jager didnt induce P&G employees to cooperatea requirement of all change campaigns.
Executives underestimate how hard it can be to drive people out of their comfort zones. Executives grossly overestimate how successful they have already been in increasing urgency. Executives lack patience: "Enough with the preliminaries; let's get on with it. Executives become paralyzed by the downside possibilities. A paralyzed senior management often comes from having too many managers and not enough leaders.
3. Creating a Vision:
The reasons for the failure:
Without a sensible vision, a transformation effort can easily dissolve into a list of confusing and incompatible projects that can take the organization in the wrong direction or nowhere at all. Without a sound vision, the reengineering projects in the departments, the cultural change project in the sales force will not add up in a meaningful way.
3. Creating a Vision:
A useful rule: If you can't communicate the vision to someone in five minutes or less and get a reaction that signifies both understanding and interest, you are not yet done with this phase of the transformation process.
Sometimes compensation or performance-appraisal systems make people choose between the new vision and their own self-interest. Worst of all are bosses who refuse to change and who make demands that are inconsistent with the overall effort.
Articulating the connections between the new behaviors and corporate success
Why Change?
It is better to be 80% correct and make change happen than to be 100% correct after opportunity has passed.