关于评选聊城市十佳医生、十佳护士的91课件

OrganisationCulture&Intervention: Process,structure andre-structuring.QuestionsHowarecharacteristicsoforganisationalculturevariouslydescribed?

Meritsandlimitationsofdescriptions?

Themesandtensionsindebatesaboutorganisationculture.

Hardstructure&technicalsystemsvs.softhumanisticconcernsQuestionsWhatis"organisationaldevelopment"(OD?)Whatmodelscanbedefinedandhowdotheseshapeunderstandingoforganisationalchange?Whatissuesfacea"changeagent"-someoneactingasanODconsultant/player?What"pearlsofwisdom"wouldyouoffersomeoneinitiatinganODprogramme-takingtheirfirststeps?InterventionstochangesoftcultureR.H.Kilmann1985,inHarveyandBrown,1992

Theorganisationitselfhasaninvisiblequality-acertainstyle,acharacter,awayofdoingthings-thatmaybemorepowerfulthanthedictatesofanyonepersonoranyformalsystem.Tounderstandthesouloftheorganisationrequiresthatwetravelbelowthecharts,rulebooks,machines,andbuildingsintotheundergroundworldofthecorporatecultureWhatisacorporateculture?asystemofsharedvaluesandbeliefswhichinteractwithanorganisation’speople,structureandsystemstoproducebehaviouralnorms-“thewaywedothingsaroundhere”.

e.gSackmann,1989:Walck,1989Whosenorms?Sharedorbasedondominantpowersourceand/orideology?Otherpointson“culture”Profitvs.not-for-profitorganisations(NPOs)

sub-culturesintheorganisationwhichdifferorconflictIsmanagementstyle&corporatecultureakey"success"factorinfluencingsurvival?modesofmembershipandcommitment?communicationandleadershipbehaviour?problem-analysisanddecision-makingfortheentiresystem?Mintzberg:FiveGluesMutualadjustmentDirectsupervisionStandardisationofSystemsandproceduresSkillsResultsAcceptanceoflegitimateauthority(power)isassumed.Neo-Weberianbureaucracy.ObservationsNoonecultureworksbestforallorganisations

Managementstylesandnorms,valuesandbeliefsoforganisationmemberscombinetoformthecorporateculture.

DealandKennedy(1983)

Asharedhistorybetweenmembersbuildsadistinctcorporateidentityorcharacter.Whatistheproblemwiththisstatement?Cultureenclave-organisationalpowerplaysOrganisationaldevelopmentsignifieschange,andforchangetooccurinanorganisation,powermustbeexercised.

Burke,1982

Power….theabilitytogetone’swayinasocialsituation.

intentionalinfluencethecapacitytoeffect(oraffect)organisationaloutcomes

FrenchandBell1995

corporate,managerialhegemony?Factorfantasy?BasesofsocialpowerFrenchandBell1959RewardPowerCoercivePowerLegitimatePowerReferentPower&

CharismaticPowerExpertPowerMorgan1997-ImagesofOrgnResource-basedBureaucracy-basedDecisionControlKnow-HowTheContingentHeroManagingBoundariesTechnologicalDependenceAlliancesandNetworks“Countervailers”SymbolismGenderGroupthinkOrganisationalpoliticsSub-setofpower?Informalpower?Illegitimateinnature?ConflictsofinterestsConflictorcompetitionforscarceresourcesPay-offmatrix-howgoods&servicesaretobedistributedbetweendifferentpartiesStakeholder(claimants,lobbyists)analysis-grievances,power,abilitytoresistchange,winners-losers,OD-dominantparadigmofODNormativeLearning,adaptation,empiricist,rationalist

not

Power-coercive(de-personalisepower&politics)

Weakaccommodationandavoidance?OD-usedasapawn

or "Transcendsthenegativesofpower&politics"??

French&Bell."ODprogramsareunlikelytobesuccessfulinorganisationswithhighnegativefacesofpolitics&power".EvaluatingStructures&ProcessesTechniquesof:Hard&softsystemsanalysismeta-systemanalysisre-engineerkeybusinessprocesses(e.g.BPR)Planningprocesses(powerplays)Historical‘evolutionary’models(Quinn&strategy)Pro-activestructuring(Mintzberg)Hybridorganisations-mechanisticwithorganismicVirtualisationChangingunitsofcurrency(knowledge)AnalysisofnetworkingExerciseConsideryourorganisationDrawamindmapofconsiderationstobemadewhenrestructuringasignificantpartoftheorganisation?Whataretheparticularfactors-fromyourobservationpoint-thatinfluenceyouranalysis?Mintzberg1970:Thestructuringoforganisationscentralise

strategicapexmiddlelineTechnostructureSupportstaffoperatingcoreideologyevangelisethin,distribute,devolve?collaboratestandardiseprofessionaliseBPRManifestoDefinition

‘Re-engineeringisthefundamentalre-thinkingandradicalre-designofbusinessprocessestoachievedramaticimprovementsincriticalcontemporarymeasuresofperformance,suchascost,quality,serviceandspeed.’

BPRRe-engineeringtheCorporation:AmanifestoforbusinessrevolutionMichaelHammer&JamesChampey1993

BackgroundsHammer-formerMITcomputerscienceprofessorturnedmanagementconsultantProblemsfacingcompaniesnotbasedonorganisationalstructuresbutprocessstructures(echoesofvaluechain)ProcessstructuresarelegacystructuresñdevelopedincrementallyandhencepatchedRe-engineeringvs.CQI/kaizen,TQMInvolvesre-design&implementation-startwithacleansheetHow?ThebusinesssystemBusinessprocessesValuesandBeliefsManagementandmeasurementsystemsJobsandstructuresExaminingBPR-Commentaries BPR-difficulttomobilise,energiseandsustainin