Revitalizing Organizations: Change Process and Emergent Model  

Oleh:

Beers, Michael C.

Jenis: Article from Journal - ilmiah internasional
Dalam koleksi: The Academy of Management Executive vol. 1 no. 1 (Feb. 1987), page 51-56.
Topik: ORGANIZATION; Revitalizing Organizations; Emergent Model; Change Process
Fulltext: AA4_01-01_Michael Beer.pdf (1.1MB)

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Perpustakaan Pusat (Semanggi) Nomor Panggil: AA4 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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The summary and conclusions part of these symposium presentations is provided by Beer. He believes that these three cases, although from different industries, represent nevertheless very similar stories. What emerges is a new organizational form - fewer people and fewer layers of management - and a new pattern of management - more participative. To quote Beer: “It is the adaptive organization whose structures, systems, style, staff, skills, and shared values are geared for flexibility, not stability. Information is pushed down to the lowest level and people are all empowered to make decisions based on information they previously were not allowed to see.” Beer points out that a wide array of change tools, e.g., education and training, attitude surveys, pay system changes, etc., are used in these three cultural transformations, but it is not clear which ones “are the most powerful or how they might be sequenced more effectively.” Beer believes, however, that changes in structure and roles are the most powerful. Also unclear is how the internal political dynamics affected these change efforts. Like any set of cases that have the substance of these three, we gain valuable insights about managing large, organizational change, while at the same time many questions are raised - some old and familiar, some new and provocative.

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