企业组织文化的管理论文-英文版VIP免费

第1页共120页编号：时间：2021年x月x日书山有路勤为径，学海无涯苦作舟页码：第1页共120页BPRandOrganisationalCultureExecutiveSummaryBackgroundWheneventhemostardentprotagonistsofBPR,suchasHammer&Champy,arequotingfailureratesfrom50%upto80%,isBPRreallysuchasurefiresolutiontothechallengesofthenineties?Isthereasonforthesefailuressolelytheinabilitytomanageorganisationalchange,oristhereamorefundamentalproblemwithBPR?Andismanagingtheculturekeytoeffectivechange,particularlywithinthecontextofaBPRinitiative?ThesequestionsweretheimpetusbehindaHenleyManagementCollegeMBAdissertation.ThismanagementsummaryreportsontheresultingsurveyintoorganisationalchangetechniquesusedbyUKorganisationsundertakingBPR.ExecutiveHighlightsMostBPRorganisationsaremakingsignificantandwidereachingchangestotheirorganisationinresponsetostrategicbusinessneeds.Thetrendistoresultsorientedandmorefluidstructures.Highlycentralisedorganisations,asepitomisedinrolemanagementstyles,haveseentheirday,butthereremainsatendencytoformalisetheworkprocessesthroughtaskallocation,procedures,rulesandcontrols.BPRresultsinanaverage18%reductioninstaff.Managementareemphasisingthehardertechniquesthatmoreovertlycontrolstaffbehaviour.However,manydogettheirstaffinvolvedinprocessredesign.Manyinmanagement(middlemanagement?)arenotexhibitingtherequiredbehaviour.BPRandchangemanagementconsultantsarewidelyusedbuttheydonotovertlyinfluencethechoiceofculturechangetechniquesselected.Neitherdostaffhavemuchinfluenceinthechoiceoftechniquesused.Manyimprovementarebeingrealisedbuttheempowermentofstaffisnotoneofthem.Staffcommitmentappearstobethebiggestconcernandinnovationbystaffislow.Despitethesefindings,respondentsdefinitelybelievetheycanchangetheiremployee's第2页共120页第1页共120页编号：时间：2021年x月x日书山有路勤为径，学海无涯苦作舟页码：第2页共120页valuesandbeliefs.Moreimprovementscamewithusingmanychangetechniquesbutmostoccurredwhenarangeofbothhardandsofttechniqueswereused.Managementneedspatience.Upto2yearsmaybeneededtogainevenmodestemployeeimprovements.Thismaywellberecognised,asthedurationofBPRprojectsisincreasing.Currentprojects,withadefinedenddate,areplannedtorunfor30monthscomparedto19monthsforcompletedones.WithintheUKbusinesscommunity,itisthebankingandfinancecompaniesthatarepredominatelyundertakingBPR.ThereisaabsenceofcasestudiesconcerningBPRfailures.McKinsey's7SModelThewellknownMcKinseymodelwasusedasabasisforassessingtheextenttowhichorganisationsundertakingBPRarechangingthemselves.Allthe25organisationsanalysedwereextensivelychanging5,6orall7elementsaspartoftheirBPRproject.Overall,allelementswereequallyreceivingattention.80%statedthattheirBPRprogrammewasextensivelydrivenbybusinessstrategy,and88%oforganisationswereaimingtoextensivelychangetheirsharedvalues.Thesesharedvalues,alongwithbeliefsandassumptions,formtheheartofMcKinsey'sorganisationmodel.Furtheron,thisreportreviewswhetherorganisationsareinfactusingchangetechniqueswhichaddressthesefundamentalbuildingblocksoforganisationalcultureandwhethertheyarereportingpositivechangesinemployeebehaviour.OrganisationalStructures第3页共120页第2页共120页编号：时间：2021年x月x日书山有路勤为径，学海无涯苦作舟页码：第3页共120页Allbar3organisationswerechangingtheirtypeofstructure.Therewasanearmajoritymoveawayfromhierarchicalstructureswith15ofthe25movingtoaprocessmodelandanother6toadecentralisedmodel.Af...