Managing for the Future.ppt

1、PowerPoint Presentation by Charlie Cook Copyright 2005 South-Western. All rights reserved.,Module 1,The “New” Organization: Taking Action in an Era of Organizational Transformation,Copyright 2005 South-Western. All rights reserved.,12,“Old” Model of the Organization,Bureaucracyclassic model of forma

2、l organization identified by Weber; features include: Specialized individual positions and jobs A formal hierarchy with a clear line of authority (“chain of command”) Formal rules and standard operating procedures Set boundaries for each department and subunit, and clear boundaries between the organ

3、ization itself and its environment Standardized training and training requirements, career paths, and reward systems, based on the development of expertise,Class Notes: Changing Organizational Models,Copyright 2005 South-Western. All rights reserved.,13,“Old” Model of the Organization (contd),Streng

4、ths of the classic model: Predictability and reliability Impartiality Expertise Clear lines of control,Class Notes: Changing Organizational Models,Copyright 2005 South-Western. All rights reserved.,14,“New” Model of the Organization,Key features of the “new” model: Networked Flat Flexible Diverse Gl

5、obal,Class Notes: Changing Organizational Models,Copyright 2005 South-Western. All rights reserved.,15,Key Features of the “New” Model,Importance of networks results from: Availability of new telecommunications and information technologies to connect people and organization units Competitive need fo

6、r rapid response to customer needs, changing environments, demands for innovation Need for increasingly complex and diverse resources to develop and deliver value to customers New approach of dealing with volatility by linking source of volatility with part of organization most affected by it,Copyri

7、ght 2005 South-Western. All rights reserved.,16,Key Features of the “New” Model (contd),Flattening of the hierarchy necessary because: Organizations must respond more rapidly and flexibly to changes in markets and technology Changes in information technology remove the need for layers of middle mana

8、gers whose main tasks were organizing and transmitting information Organizations face intense pressure to cut costs,Copyright 2005 South-Western. All rights reserved.,17,Key Features of the “New” Model (contd),Need for flexibility driven by: Intensifying competition Increasingly diverse labor force

9、Increasingly complex and unpredictable external environment,Copyright 2005 South-Western. All rights reserved.,18,Key Features of the “New” Model (contd),Diversity is necessary because of: Growing diversity of the workforce in demographic terms A greater need for innovation and creative approaches t

10、o solving problems Growing volatility in the business environment “Requisite variety”the diversity that matches the diversity of key elements of the environment,Copyright 2005 South-Western. All rights reserved.,19,Key Features of the “New” Model (contd),Key factors driving globalization: Greatly re

11、duced costs of international transportation and communications Growing equalization across markets of “advanced factor endowments” Globalization of markets,Class Notes: Changing Organizational Models,Copyright 2005 South-Western. All rights reserved.,110,Key Features of the “New” Model (contd),Key f

12、actors driving globalization (contd): Continuing differences in cost structures across countries Cross-border learning that expands capabilities of firms Pressures from international nongovernmental organizations (NGOs),Class Notes: Changing Organizational Models,Copyright 2005 South-Western. All ri

13、ghts reserved.,111,Figure 1.1a,Summary of Features of Old and New Models of Organization,Old ModelNew Model Individual position/job as basic unit of Team as a basic unit organization Relations with environment handled by Densely networked with environment specialist boundary-spanners Vertical flows

14、of information Horizontal and vertical flows of information Decisions come down, information flows up Decisions made where information resides Tall (many layers of management) Flat (few layers of management) Emphasis on structures Emphasis on processes Emphasis on rules and standard Emphasis on resu

15、lts and outcomes procedures Fixed hours Flexible workday, part-time workers,Class Notes: Changing Organizational Models,Copyright 2005 South-Western. All rights reserved.,112,Figure 1.1b,Summary of Features of Old and New Models of Organization (contd),Old ModelNew Model Career paths upward, linearC

16、areer paths lateral, flexible Standardized evaluation and Customized evaluation and reward systems reward systems Single strong culture with strongDiversity viewpoints and behaviors expectations of homogeneous behavior Ethnocentric mindsetInternational/global mindset Specialist international manager

17、sBoundary-crossers at all levels Local value chainsValue chains crossing borders Environment defined in terms ofEnvironment seen as global country of location,Class Notes: Changing Organizational Models,Copyright 2005 South-Western. All rights reserved.,113,Figure 1.2,Framework for Taking Action in

18、the New Organization,Transparency 1.4,Class Notes: Changing Organizational Models,Copyright 2005 South-Western. All rights reserved.,114,Search for the Organization of Tomorrow,Figure 1.3a,Sources/Authorities Number of Quotes Managers: Lawrence Bossidy, CEO, Allied Signal 5 H. James Maxmin, CEO, Lau

19、ra Ashley 1 Philip Jarrosiak, Manager/HRM, GE 2 Herman Simon, plant manager, Gaines 1 William Buehler, Senior VP, Xerox 1 Richard Palermo, VP, Xerox 1 Don Fletcher, VP, Hallmark 1 Paul Allaire, CEO, Xerox 1 Consultants: David Nadler, Delta Consulting 2 Doug Smith, McKinsey 5 Frank Ostroff 3 Mike Ham

20、mer, CSC Index 2 James Champy, CSC Index 2,Class Notes: Reading the Business Press,Copyright 2005 South-Western. All rights reserved.,115,The Organization of Tomorrow (contd),Figure 1.3b,Sources/Authorities Number of Quotes Academics/Researchers: Peter Drucker 1 Marvin Weisbord 1 Shoshanna Zuboff 1

21、Quinn Mills 1 Robert Reich 1 Workers: Robert Brookhouse, Kodak “Zebra” 1,Class Notes: Reading the Business Press,Copyright 2005 South-Western. All rights reserved.,116,Figure 1.4a,A New View of Organization,Class Notes: The Search for the Organization of Tomorrow,Copyright 2005 South-Western. All ri

22、ghts reserved.,117,A new view of organization by McKinsey consultants Frank Ostroff and Doug Smith is meant to help clients hung up by the old template. Says Ostroff: “They needed a clear architecture” to show how a functional pyramid (previous slide) could become a process-oriented, horizontal orga

23、nization.,A New View of Organization (contd),Figure 1.4b,Class Notes: The Search for the Organization of Tomorrow,Copyright 2005 South-Western. All rights reserved.,118,McKinseys Plan,Organize primarily around process, not task Flatten hierarchy by minimizing subdivision of processes Give senior leaders charge of processes and process performance Link performance objectives and evaluation of all activities to customer satisfaction Make teams, not individuals, the focus of organization performance and design,Combine managerial and non-manage