企业组织文化的管理论文-英文版.doc

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1、BPRandOrganisationalCulture  ExecutiveSummaryBackgroundWheneventhemostardentprotagonistsofBPR,suchasHammer&Champy,arequotingfailureratesfrom50%upto80%,isBPRreallysuchasurefiresolutiontothechallengesofthenineties?Isthereasonforthesefailuressolelytheinabilitytomana

2、georganisationalchange,oristhereamorefundamentalproblemwithBPR?Andismanagingtheculturekeytoeffectivechange,particularlywithinthecontextofaBPRinitiative?ThesequestionsweretheimpetusbehindaHenleyManagementCollegeMBAdissertation.Thismanagementsummaryreportsontheresu

3、ltingsurveyintoorganisationalchangetechniquesusedbyUKorganisationsundertakingBPR.ExecutiveHighlights·MostBPRorganisationsaremakingsignificantandwidereachingchangestotheirorganisationinresponsetostrategicbusinessneeds.Thetrendistoresultsorientedandmorefluidstructu

4、res.·Highlycentralisedorganisations,asepitomisedinrolemanagementstyles,haveseentheirday,butthereremainsatendencytoformalisetheworkprocessesthroughtaskallocation,procedures,rulesandcontrols.·BPRresultsinanaverage18%reductioninstaff.·Managementareemphasisingthehard

5、ertechniquesthatmoreovertlycontrolstaffbehaviour.However,manydogettheirstaffinvolvedinprocessredesign.Manyinmanagement(middlemanagement?)arenotexhibitingtherequiredbehaviour.·BPRandchangemanagementconsultantsarewidelyusedbuttheydonotovertlyinfluencethechoiceofcul

6、turechangetechniquesselected.Neitherdostaffhavemuchinfluenceinthechoiceoftechniquesused.·Manyimprovementarebeingrealisedbuttheempowermentofstaffisnotoneofthem.Staffcommitmentappearstobethebiggestconcernandinnovationbystaffislow.Despitethesefindings,respondentsdef

7、initelybelievetheycanchangetheiremployee'svaluesandbeliefs.Moreimprovementscamewithusingmanychangetechniquesbutmostoccurredwhenarangeofbothhardandsofttechniqueswereused.·Managementneedspatience.Upto2yearsmaybeneededtogainevenmodestemployeeimprovements.Thismaywell

8、berecognised,asthedurationofBPRprojectsisincreasing.Currentprojects,withadefinedenddate,areplannedtorunfor30monthscomparedto19monthsforcompletedones.·Withinthe