1、Organisation Culture & Intervention:Process, structure and re-structuring.,Questions,How 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 h
2、umanistic concerns,Questions,What 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
3、an OD programme - taking their first steps?,Soft systems Values Interactions Commitments Motivations Loyalties Perceptions Leadership & teams Communication,Hard systems Policies Procedures Systems Performances Technologies Efficiencies,Change, improve, perform better, re-orientate, lead, trim your s
4、ails, be different, differentiate products/services and costs,Interventions to change soft culture,R.H. Kilmann 1985, in Harvey and Brown, 1992 The 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
5、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,What is a corporate culture?,a system of shared values and beliefs which interact with an orga
6、nisations people, structure and systems to produce behavioural norms - “the way we do things around here”. e.g Sackmann, 1989: Walck, 1989,Whose norms? Shared or based on dominant power source and/or ideology?,Other points on “culture”,Profit vs. not-for-profit organisations (NPOs) sub-cultures in t
7、he organisation which differ or conflict Is management style & corporate culture a key “success“ factor influencing survival? modes of membership and commitment? communication and leadership behaviour? problem-analysis and decision-making,for the entire system?,The influence of “corporate culture”,l
8、egitimisation of purpose and control gives members a sense of what to do, how to behave and what priorities to focus on helps members bridge the gap between formal directives and how the work actually gets done enables “supervision and control” thru. mind-set Compare with precision “engineering“ mod
9、el of organisation structures, work-technology, methods and controls,Mintzberg: Five Glues,Mutual adjustment Direct supervision Standardisation of Systems and procedures Skills Results,Acceptance of legitimate authority (power) is assumed. Neo-Weberian bureaucracy.,Observations,No one culture works
10、best for all organisations Management styles and norms, values and beliefs of organisation members combine to form the corporate culture. Deal and Kennedy (1983 ) A shared history between members builds a distinct corporate identity or character.,What is the problem with this statement?,Culture encl
11、ave - organisational power plays,Organisational development signifies change, and for change to occur in an organisation, power must be exercised. Burke, 1982 Power .the ability to get ones way in a social situation. intentional influence the capacity to effect (or affect) organisational outcomes Fr
12、ench and Bell 1995 corporate, managerial hegemony? Fact or fantasy?,Mintzberg, in French and Bell, 1995,“organisational behaviour is a power game in which various players seek to control the organisations decisions and actions.” Pre-requisite sources or bases of power expenditure of energy political
13、 skill Control of 1. a resource 2. technical skill (1-3 must be critical to the organisation) 3. a body of knowledge 4. Legal prerogatives - exclusive rights/privileges to impose choices 5. Access to those who have power based on 1-4.,Bases of social power,French and Bell 1959 Reward Power Coercive
14、Power Legitimate Power Referent Power & Charismatic Power Expert Power,http:/sol.brunel.ac.uk/jarvis/bola/power/power.html,Morgan 1997 - Images of Orgn Resource-based Bureaucracy-based Decision Control Know-How The Contingent Hero Managing Boundaries Technological Dependence Alliances and Networks “
15、Countervailers” Symbolism Gender Groupthink,Organisational politics,Sub-set of power? Informal power? Illegitimate in nature? Conflicts of interests Conflict or competition for scarce resources Pay-off matrix - how goods & services are to be distributed between different parties Stakeholder (claiman
16、ts, lobbyists) analysis - grievances, power, ability to resist change, winners-losers,OD - dominant paradigm of OD,Normative Learning, adaptation, empiricist, rationalist not Power-coercive (de-personalise power & politics) Weak accommodation and avoidance? OD - used as a pawnor“Transcends the negat
17、ives of power & politics“ ? French & Bell. “OD programs are unlikely to be successful in organisations with high negative faces of politics & power“.,How can OD interventionists gain and wield power?,Competence Political access & sensitivity Sponsorship Stature & credibility Resource management Grou
18、p support,Beer (1980),OD change agents need to know about bargaining, negotiation, power shifts & politics, strategies of influences & the characteristics of power holdersHard, technical expertIntuitive, soft, influential behavioural expert.,Evaluating Structures & Processes,Techniques of: Hard & so
19、ft systems analysis meta-system analysis re-engineer key business processes (e.g. BPR) Planning processes (power plays) Historical evolutionary models (Quinn & strategy) Pro-active structuring (Mintzberg) Hybrid organisations - mechanistic with organismic Virtualisation Changing units of currency (k
20、nowledge) Analysis of networking,Exercise,Consider your organisation Draw a mind map of considerations to be made when restructuring a significant part of the organisation? What are the particular factors - from your observation point - that influence your analysis?,Mintzberg 1970: The structuring o
21、f organisations,centralise,strategic apex,middle line,Techno structure,Support staff,operating core,ideology,evangelise,thin, distribute, devolve?,collaborate,standardise,professionalise,Imperatives, limitations and failures of BPR,Business process re-engineering,BPR Manifesto,DefinitionRe-engineeri
22、ng is the fundamental re-thinking and radical re-design of business processes to achieve dramatic improvements in critical contemporary measures of performance, such as cost, quality, service and speed.,BPR Re-engineering the Corporation: A manifesto for business revolution Michael Hammer & James Ch
23、ampey 1993,Backgrounds,Hammer - former MIT computer science professor turned management consultant Problems facing companies not based on organisational structures but process structures (echoes of value chain) Process structures are legacy structures developed incrementally and hence patched Re-eng
24、ineering vs. CQI/kaizen, TQM Involves re-design & implementation - start with a clean sheet How?,The business system,Business processes,Values and Beliefs,Management and measurement systems,Jobs and structures,The Impact of Technology,Examining BPR - Commentaries,BPR - difficult to mobilise, energis
25、e and sustain in very large, technically complex organisationsHugh Wilmott (UMIST) Will the turkeys vote for Christmas? The re-engineering of human resources. Enid Mumford (MBS) BPR versus socio-technical design - employee perceptions/Morgans holographic organisation Wood et al (Salford and MMU) BPR
26、 as re-tinkering - need to imagine new processes & strategies Mintzberg excesses of BPR practices (BBC Radio 4),Practice examination question,1. Why do organisation development interventions frequently fail to live up to expectations? 2. Evaluate the merits and difficulties associated with cultural intervention strategies.,
