《关于评选聊城市十佳医生十佳护士的ppt课件》由会员分享，可在线阅读，更多相关《关于评选聊城市十佳医生十佳护士的ppt课件（27页珍藏版）》请在金锄头文库上搜索。
1、 Chris Jarvis1HRM: Organisation Culture and InterventionOrganisation Culture &Intervention:Process, structure and re-structuring. Chris Jarvis2HRM: Organisation Culture and InterventionQuestionsHow are characteristics of organisational culture variously described?Merits and limitations of descriptio
2、ns?Themes and tensions in debates about organisation culture.Hard structure & technical systems vs. soft humanistic concerns Chris Jarvis3HRM: Organisation Culture and Intervention Questions1.What is organisational development (OD?)2.What models can be defined and how do these shape understanding of
3、 organisational change?3.What issues face a change agent - someone acting as an OD consultant/player?4.What pearls of wisdom would you offer someone initiating an OD programme - taking their first steps? Chris Jarvis4HRM: Organisation Culture and InterventionSoft systemsValuesInteractionsCommitments
4、MotivationsLoyaltiesPerceptionsLeadership & teamsCommunicationHard systemsPoliciesProceduresSystemsPerformancesTechnologiesEfficienciesChange, improve, perform better, re-orientate, lead, trim your sails, be different, differentiate products/services and costs Chris Jarvis5HRM: Organisation Culture
5、and InterventionInterventions to change soft cultureR.H. Kilmann 1985, in Harvey and Brown, 1992The 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 one person or any formal system. To understand t
6、he soul of the organisation requires that we travel below the charts, rule books, machines, and buildings into the underground world of the corporate culture Chris Jarvis6HRM: Organisation Culture and InterventionWhat is a corporate culture?a system of shared values and beliefs which interact with a
7、n organisations people, structure and systems to produce behavioural norms - “the way we do things around here.e.g Sackmann, 1989: Walck, 1989Whose norms?Shared or based on dominant power source and/or ideology? Chris Jarvis7HRM: Organisation Culture and InterventionOther points on “culture1.Profit
8、vs. not-for-profit organisations (NPOs)2.sub-cultures in the organisation which differ or conflict3.Is management style & corporate culture a key success factor influencing4.survival?5.modes of membership and commitment?munication and leadership behaviour?7.problem-analysis and decision-makingfor th
9、e entire system? Chris Jarvis8HRM: Organisation Culture and InterventionThe influence of “corporate culturelegitimisation of purpose and controlgives members a sense of what to do, how to behave and what priorities to focus onhelps members bridge the gap between formal directives and how the work ac
10、tually gets doneenables “supervision and control thru. mind-setCompare with precision engineering model of organisation structures, work-technology, methods and controls Chris Jarvis9HRM: Organisation Culture and InterventionMintzberg: Five GluesMutual adjustmentDirect supervisionStandardisation ofS
11、ystems and proceduresSkillsResultsAcceptance of legitimate authority (power) is assumed. Neo-Weberian bureaucracy. Chris Jarvis10HRM: Organisation Culture and InterventionObservationsNo one culture works best for all organisationsManagement styles and norms, values and beliefs of organisation member
12、s 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? Chris Jarvis12HRM: Organisation Culture and InterventionMintzberg, in French and Bell, 2019“.organisational beh
13、aviour is a power game in which various players seek to control the organisations decisions and actions.Pre-requisite sources or bases of powerexpenditure of energy political skillControl of 1. a resource2. technical skill (1-3 must be critical to the organisation)3. a body of knowledge4. Legal prer
14、ogatives - exclusive rights/privileges to impose choices5. Access to those who have power based on 1-4. Chris Jarvis13HRM: Organisation Culture and InterventionBases of social powerFrench and Bell 1959Reward PowerCoercive PowerLegitimate PowerReferent Power & Charismatic PowerExpert Powersol.brunel.
15、ac.uk/jarvis/bola/power/power.htmlMorgan 2019 - Images of OrgnResource-based Bureaucracy-based Decision Control Know-How The Contingent Hero Managing Boundaries Technological Dependence Alliances and Networks “Countervailers Symbolism Gender Groupthink Chris Jarvis14HRM: Organisation Culture and Int
16、erventionOrganisational politicsSub-set of power? Informal power? Illegitimate in nature?Conflicts of interestsConflict or competition for scarce resourcesPay-off matrix - how goods & services are to be distributed between different partiesStakeholder (claimants, lobbyists) analysis - grievances, po
17、wer, ability to resist change, winners-losers, Chris Jarvis15HRM: Organisation Culture and InterventionOD - dominant paradigm of ODNormativeLearning, adaptation, empiricist, rationalist not Power-coercive (de-personalise power & politics)Weak accommodation and avoidance? OD - used as a pawnorTransce
18、nds the negatives of power & politics ?French & Bell. OD programs are unlikely to be successful in organisations with high negative faces of politics & power. Chris Jarvis16HRM: Organisation Culture and InterventionHow can OD interventionists gain and wield power?CompetencePolitical access & sensiti
19、vitySponsorshipStature & credibilityResource managementGroup supportBeer (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. C
20、hris Jarvis17HRM: Organisation Culture and InterventionEvaluating Structures & ProcessesTechniques of:Hard & soft systems analysismeta-system analysisre-engineer key business processes (e.g. BPR)Planning processes (power plays)Historical evolutionary models (Quinn & strategy)Pro-active structuring (
21、Mintzberg)Hybrid organisations - mechanistic with organismicVirtualisationChanging units of currency (knowledge)Analysis of networking Chris Jarvis18HRM: Organisation Culture and InterventionExerciseConsider your organisationDraw a mind map of considerations to be made when restructuring a significa
22、nt part of the organisation?What are the particular factors - from your observation point - that influence your analysis? Chris Jarvis19HRM: Organisation Culture and InterventionMintzberg 1970: The structuring of organisationscentralise strategic apexmiddlelineTechnostructureSupportstaffoperating co
23、reideologyevangelisethin, distribute,devolve?collaboratestandardiseprofessionalise Chris Jarvis20HRM: Organisation Culture and InterventionImperatives, limitations and failures of BPRBusiness process re-engineering Chris Jarvis21HRM: Organisation Culture and InterventionBPR ManifestoDefinition Re-en
24、gineering 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 revolutionMichael Hammer & Jam
25、es Champey 1993 Chris Jarvis22HRM: Organisation Culture and InterventionBackgroundsHammer - former MIT computer science professor turned management consultantProblems facing companies not based on organisational structures but process structures (echoes of value chain)Process structures are legacy s
26、tructures developed incrementally and hence patchedRe-engineering vs. CQI/kaizen, TQMInvolves re-design & implementation - start with a clean sheet How? Chris Jarvis23HRM: Organisation Culture and InterventionThe business systemBusiness processesValues and BeliefsManagement and measurement systemsJo
27、bs and structures Chris Jarvis24HRM: Organisation Culture and InterventionField staff cansend & receive information wherever they are.Data communication& portable PCsField staff need offices - points to receive, store, retrieve & transmit informationDecision making ispart of everyones jobDecision su
28、pport tools ?Managers make all decisionsNew ruleDisruptivetechnologyOld ruleThe Impact of Technology Chris Jarvis25HRM: Organisation Culture and InterventionExamining BPR - CommentariesBPR - difficult to mobilise, energise and sustain in very large, technically complex organisationsHugh Wilmott (UMI
29、ST)Will the turkeys vote for Christmas? The re-engineering of human resources.Enid Mumford (MBS)BPR versus socio-technical design - employee perceptions/Morgans holographic organisationWood et al (Salford and MMU) BPR as re-tinkering - need to imagine new processes & strategiesMintzbergexcesses of B
30、PR practices (BBC Radio 4) Chris Jarvis26HRM: Organisation Culture and InterventionPractice examination question1. Why do organisation development interventions frequently fail to live up to expectations? 2. Evaluate the merits and difficulties associated with cultural intervention strategies. Chris
31、 Jarvis27HRM: Organisation Culture and Intervention3C0y)v%s#pXlUiRfNcK8H5E2A+x(u$rZnWkThPeMbJ7G4C1z-w&t!qYmVjRgOdL9I6F3B0y(v%s#oXlUiQfNbK8H5D2A+x*u$rZnWkShPeMaJ7G4C1z)w&t!pYmVjRgOcL9I6E3B0y(v%r#oXlTiQfNbK8G5D2A-x*u$qZnVkShPdMaJ7F4C0z)w&s!pYmUjRgOcL9H6E3B+y(v%r#oWlTiQeNbK8G5D1A-x*t$qZnVkSgPdMaI7F4C0z
32、)v&s!pXmUjRfOcK9H6E2B+y(u%rZoWlThQeNbJ8G4D1A-w*t$qYnVkSgPdLaI7F3C0z)v&s#pXmUiRfOcK9H5E2B+x(u%rZoWkThQeMbJ8G4D1z-w*t!qYnVjSgOdLaI6F3C0y)v%s#pXlUiRfNcK9H5E2A+x(u$rZoWkThPeMbJ7G4D1z-w&t!qYmVjSgOdL9I6F3B0y)v%s#oXlUiQfNcK8H5D2A+x*u$rZnWkShPeMaJ7G4C1z-w&t!pYmVjRgOdL9I6E3B0y(v%s#oXlTiQfNbK8H5D2A-x*u$qZnWkS
33、hPdMaJ7F4C1z)w&s!pYmUjRgOcL9H6E3B+y(v%r#oWlTiQeNbK8G5D2A-x*t$qZnVkShPdMaI7F4C0z)w&s!pXmUjRfOcL9H6E2B+y(u%r#oWlThQeNbJ8G5D1A-w*t$qYnVkSgPdLaI7F3C0z)v&s!pXmUiRfOcK9H6E2B+x(u%rZoWlThQeMbJ8G4D1A-w*t!qYnVjSgPdLaI6F3C0y)v&s#pXlUiRfNcK9H5E2A+x(u$rZoWkThPeMbJ7G4D1z-w*t!qYmVjSgOdLaI6F3B0y)v%s#pXlUiQfNcK8H5E2
34、A+x*u$rZnWkThPeMaJ7G4C1z-w&t!pYmVjRgOdL9I6E3B0y(v%s#oXlUiQfNbK8H5D2A+x*u$qZnWkShPeMaJ7F4C1z)w&t!pYmUjRgOcL9I6E3B+y(v%r#oXlTiQeNbK8G5D2A-x*t$qZnVkShPdMaJ7F4C0z)w&s!pYmUjRfOcL9H6E3B+y(u%r#oWlTiQeNbJ8G5D1A-x*t$qYnVkSgPdMaI7F3C0z)v&s!pXmUiRfOcK9H6E2B+x(u%rZoWlThQeNbJ8G4D1A-w*t$qYnVjSgPdLaI7F3C0y)v&s#pXm
35、UiRfNcK9H5E2B+x(u$nVkSgPdMaI7F3C0z)v&s!pXmUjRfOcK9H6E2B+y(u%rZoWlThQeNbJ8G4D1A-w*t$qYnVjSgPdLaI7F3C0y)v&s#pXmUiRfNcK9H5E2B+x(u$rZoWkThQeMbJ7G4D1z-w*t!qYnVjSgOdLaI6F3C0y)v%s#pXlUiRfNcK8H5E2A+x(u$rZnWkThPeMbJ7G4C1z-w&t!qYmVjRgOdL9I6F3B0y(v%s#oXlUiQfNcK8H5D2A+x*u$rZnWkShPeMaJ7G4C1z)w&t!pYmVjRgOcL9I6E3B
36、0y(v%r#oXlTiQfNbK8G5D2A-x*u$qZnVkShPdMaJ7F4C1z)w&s!pYmUjRgOcL9H6E3B+y(v%r#oWlTiQeNbK8G5D1A-x*t$qZnVkSgPdMaI7F4C0z)v&s!pXmUjRfOcK9H6E2B+y(u%rZoWlThQeNbJ8G5D1A-w*t$qYnVkSgPdLaI7F3C0z)v&s#pXmUiRfOcK9H5E2B+x(u%rZoWkThQeMbJ8G4D1z-w*t!qYnVjSgOdLaI6F3C0y)v&s#pXlUiRfNcK9H5E2A+x(u$rZoWkThPeMbJ7G4D1z-w&t!qYmV
37、jSgOdL9I6F3B0y)v%s#oXlUiQfNcK8H5D2A+x*u$rZnWkThPeMaJ7G4C1z-w&t!pYmVjRgOdL9I6E3B0y(v%s#oXlTiQfNbK8H5D2A-x*u$qZnWkShPdMaJ7F4C1z)w&s!pYmUjRgOcL9H6E3B+y(v%r#oXlTiQeNbK8G5D2A-x*t$qZnVkShPdMaI7F4C0z)w&s!pXmUjRfOcL9H6E2B+y(u%r#oWlThQeNbJ8G5D1A-w*t$qYnVkSgPdMaI7F3C0z)v&s!pXmUiRfOcK9H6E2B+x(u%rZoWlThQeMbJ8G4
38、D1A-w*t!qYnVjSgPdL6E2B+y(u%r#oWlThQeNbJ8G5D1A-x*t$qYnVkSgPdMaI7F3C0z)v&s!pXmUiRfOcK9H6E2B+x(u%rZoWlThQeMbJ8G4D1A-w*t!qYnVjSgPdLaI6F3C0y)v&s#pXmUiRfNcK9H5E2B+x(u$rZoWkThQeMbJ7G4D1z-w*t!qYmVjSgOdLaI6F3B0y)v%s#pXlUiQfNcK8H5E2A+x*u$rZnWkThPeMaJ7G4C1z-w&t!qYmVjRgOdL9I6F3B0y(v%s#oXlUiQfNbK8H5D2A+x*u$qZnWk
39、ShPeMaJ7F4C1z)w&t!pYmUjRgOcL9I6E3B+y(v%r#oXlTiQfNbK8G5D2A-x*u$qZnVkShPdMaJ7F4C0z)w&s!pYmUjRfOcL9H6E3B+y(u%r#oWlTiQeNbJ8G5D1A-x*t$qYnVkSgPdMaI7F4C0z)v&s!pXmUjRfOcK9H6E2B+y(u%rZoWlThQeNbJ8G4D1A-w*t$qYnVjSgPdLaI7F3C0y)v&s#pXmUiRfNcK9H5E2B+x(u$rZoWkThQeMbJ8G4D1z-w*t!qYnVjSgOdLaI6F3C0y)v%s#pXlUiRfNcK8H5E
40、2A+x(u$rZnWkThPeMbJ7G4C1z-w&t!qYmVjRgOdL9I6F3B0y)v%s#oXlUiQfNcK8H5D2A+x*u$rZnWkShPeMaJ7G4C1z)w&t!pYmVjRgOcL9I6E3B0y(v%r#oXlTiQfNbK8G5D2A-x*u$qZnWkShPdMaJ7F4C1z)w&s!pYmUjRgOcL9H6E3B+$rZnWkShPeMaJ7G4C1z)w&t!pYmVjRgOcL9I6E3B0y(v%r#oXlTiQfNbK8H5D2A-x*u$qZnWkShPdMaJ7F4C1z)w&s!pYmUjRgOcL9H6E3B+y(v%r#oWlTi
41、QeNbK8G5D1A-x*t$qZnVkSgPdMaI7F4C0z)w&s!pXmUjRfOcL9H6E2B+y(u%r#oWlThQeNbJ8G5D1A-w*t$qYnVkSgPdLaI7F3C0z)v&s#pXmUiRfOcK9H5E2B+x(u%rZoWkThQeMbJ8G4D1A-w*t!qYnVjSgPdLaI6F3C0y)v&s#pXlUiRfNcK9H5E2A+x(u$rZoWkThPeMbJ7G4D1z-w&t!qYmVjSgOdL9I6F3B0y)v%s#pXlUiQfNcK8H5E2A+x*u$rZnWkThPeMaJ7G4C1z-w&t!pYmVjRgOdL9I6E3B
42、0y(v%s#oXlTiQfNbK8H5D2A-x*u$qZnWkShPeMaJ7F4C1z)w&t!pYmUjRgOcL9I6E3B+y(v%r#oXlTiQeNbK8G5D2A-x*t$qZnVkShPdMaI7F4C0z)w&s!pXmUjRfOcL9H6E2B+y(u%r#oWlTiQeNbJ8G5D1A-x*t$qYnVkSgPdMaI7F3C0z%r#oXlTiQeNbK8G5D2A-x*t$qZnVkShPdMaI7F4C0z)w&s!pYmUjRfOcL9H6E3B+y(u%r#oWlTiQeNbJ8G5D1A-x*t$qYnVkSgPdMaI7F3C0z)v&s!pXmUiR
43、fOcK9H6E2B+x(u%rZoWlThQeMbJ8G4D1A-w*t$qYnVjSgPdLaI7F3C0y)v&s#pXmUiRfNcK9H5E2B+x(u$rZoWkThQeMbJ7G4D1z-w*t!qYmVjSgOdLaI6F3B0y)v%s#pXlUiRfNcK8H5E2A+x(u$rZnWkThPeMbJ7G4C1z-w&t!qYmVjRgOdL9I6F3B0y(v%s#oXlUiQfNbK8H5D2A+x*u$qZnWkShPeMaJ7F4C1z)w&t!pYmVjRgOcL9I6E3B0y(v%r#oXlTiQfNbK8G5D2A-x*u$qZnVkShPdMaJ7F4C0
44、z)w&s!pYmUjRfOcL9H6E3B+y(u%r#oWlTiQeNbK8G5D1A-x*t$qZnVkSgPdMaI7F4C0z)v&s!pXmUjRfOcK9H6E2B+y(u%rZoWlThQeNbJ8G4D1A-w*t$qYnVjSgPdLaI7F3C0z)v&s#pXmUibK8G5D1A-x*t$qZnVkSgPdMaI7F4C0z)v&s!pXmUjRfOcK9H6E2B+y(u%rZoWlThQeNbJ8G4D1A-w*t$qYnVkSgPdLaI7F3C0z)v&s#pXmUiRfOcK9H5E2B+x(u%rZoWkThQeMbJ8G4D1z-w*t!qYnVjSgO
45、dLaI6F3C0y)v%s#pXlUiRfNcK9H5E2A+x(u$rZoWkThPeMbJ7G4D1z-w&t!qYmVjSgOdL9I6F3B0y)v%s#oXlUiQfNcK8H5D2A+x*u$rZnWkShPeMaJ7G4C1z)w&t!pYmVjRgOdL9I6E3B0y(v%s#oXlTiQfNbK8H5D2A-x*u$qZnWkShPdMaJ7F4C1z)w&s!pYmUjRgOcL9H6E3B+y(v%r#oWlTiQeNbK8G5D2A-x*t$qZnVkShPdMaI7F4C0z)w&s!pXmUjRfOcL9H6E2B+y(u%r#oWlThQeNbJ8G5D1A-
46、w*t$qYnVkSgPdLaI7F3C0z)v&s!pXmUiRfOcK9H6E2B+t$qZnVkShPdMaI7F4C0z)w&s!pXmUjRfOcL9H6E2B+y(u%r#oWlThQeNbJ8G5D1A-w*t$qYnVkSgPdMaI7F3C0z)v&s!pXmUiRfOcK9H6E2B+x(u%rZoWlThQeMbJ8G4D1A-w*t!qYnVjSgPdLaI6F3C0y)v&s#pXlUiRfNcK9H5E2B+x(u$rZoWkThQeMbJ7G4D1z-w*t!qYmVjSgOdLaI6F3B0y)v%s#pXlUiQfNcK8H5E2A+x*u$rZnWkThPeMaJ7G4C1z-w&t!pYmVjRgOdL9I6F3B0y(v%s#oXlUiQfNbK8H5D2A+x*u$qZnWkShPeMaJ7F4C1z)w&t!pYmUjRgOcL9I6E3B+y(v%r#oXlTiQeNbK8G5D2A-x*u$qZnVkShPdMaJ7F4C0z)w&s!pYmUjRfOcL9H6E3B+y(u%r#ShPeMaJ7F4C1z)w&t!pYmUjRgOcL9I6E3B+y(v%r#oXlTiQfNbK8G5D2A-x*u$qZnVkShPdMaJ7F4C0z
