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Control values the opposite. Stability and predictability mean that routine activities
are performed well but change is more difficult. The third set of competing values is
the relative concern with the feelings, needs, and development of the people making
up the organization versus the organization and its requirement to accomplish its
tasks.
A private hospital, for example, is concerned with how patients are treated and the
success rate of surgeries (the rational goal model). It is also interested in how hospital
procedures are performed (the internal process model) and with the skills and abilities
of hospital staff (the human relations model). Finally, because it is a private hospital
and must make a profit to survive, it needs to take into account how many and what
kinds of patients are admitted (the open system model). The hospital must balance the
three sets of competing values in order to be effective.
With the strategic constituencies model an organization would aim to at least
minimally satisfy the most important constituents (or stakeholders) in its environment.
The owner of an A&W franchise must satisfy the customers and A&W head office
management. Customers care about the quality and price of the food as well as the
speed and friendliness of service. Head office cares about these issues along with
financial reporting, product promotions, and the stores relationship with its
community.
An organization seeking legitimacy survives by acting in a manner seen by other
organizations as legitimate. An example would be producing a business plan and
projected income statement in order to obtain a bank loan.
The organization adopting the fault-driven model of effectiveness seeks to eliminate
traces of ineffectiveness in its internal functioning. The National Aeronautics and
Space Administration (NASA) in the United States is a good example. Its systems are
designed with backups to be reliable even if some components fail.
Finally, the organization as a high performing system compares itself to other similar
organizations. The Vancouver Symphony Orchestra can measure ticket sales and
customer satisfaction with performances. But to determine the quality of the orchestra
itself, comparison is made to other orchestras in the world. Effectiveness is seen as the
degree to which that comparison is positive. One method used by high performers to
make such comparisons is to examine industry rankings. An example is the
MacLeans magazine ratings of Canadian universities.
Organizational Effectiveness Approaches
The creative change biz approach
Many company leaders scratch their heads over the difficulty of implementing
technical and process improvements. Are you one of those leaders? Do your change
initiatives get sidetracked or altogether de-railed?
Do you quietly declare victory and move on to another change initiative? Whether
they are a relatively modest effort such as a new order fulfilment system, or computer
aided product design, or wholesale changes to your product development process,
change is tough for you and your employees. Would you like to increase the success
rate of your change initiatives?
We offer you an opportunity to do just that. As Organization and Systems
Development experts, we offer a systemic framework for understanding your business
challenges, and as experienced coaches, we can offer you on-going coaching support.
In our work with organizations, we apply a systems view of our clients that greatly
improves the success of your change initiative. We use a model that employs the
proverbial three-legged stool:
--->People ---> Process ---> Technology --->
While it isn't always apparent to managers and leaders, implementing new Processes
and Technology always forces a culture change and quite often changes in structures
and organizational power relationships. Organizational leaders are more often than
not, naive about the impact of the Process and Technology "improvements" to their
organizations. For example: a utility company we worked with implemented a new
computerized order fulfilments system. Employees resisted the change because the
new system completely upended the formal and informal power hierarchy among
order fulfilments techniciansit equalized the playing field between telephone order
takers and senior technicians who saw themselves as engineers. Senior technicians
viewed the new system as a Trojan horse: management's real intent was to weed out
higher paid employees. Senior management was astonished by and unprepared for the
revolt.
Our expertise is in people systems. Improve your success rate implementing whatever
technical process you wish Lean Systems, Six Sigma, new order fulfilment
processes, etc, by paying attention to the people side. Further, we help you
appropriately integrate structural and people changes that overlooked, will undermine
your initiative. That includes assessing and eliminating outdated and redundant
processes and procedures, implementing new accounting procedures designed to
accurately track your new initiative's ROI, a performance management system that
rewards cross-functional collaboration rather than rewarding only individual
performance, coaching for leaders.
We teach leaders new ways of assessing and leading their organizations that will
sustain the new systems they are implementing. After all, Rome did not fall in a day,
and a century's worth of habits won't either, no matter how much self-discipline is
employed!
Strategy-implementation:
Right Managements Strategy Implementation consulting services improve an
organizations ability to successfully execute strategy. This is achieved by
focusing on structure, people systems and processes, and to deliver great
customer experiences.
Chang-Effectiveness
Right Managements Change Effectiveness offerings are designed to support
change at all levels of the organization. Our change management programs
assist executives to drive organizational change, empower managers to lead
through change, and enable employees to navigate and respond to change
appropriately.
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(PR No. 07, 08, 09, 10, 11, 12)