© 2003 prentice hall, inc. 8-1 instructor presentation questions: [email protected] chapter 8...
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© 2003 Prentice Hall, Inc.8-1
Instructor presentation questions: [email protected]
Chapter 8
Managing Strategic Organizational Renewal
© 2003 Prentice Hall, Inc.8-2
Chapter 8 Outline
HR’S role in organizational change Managing organizational change and
development What to change
Strategic change Cultural change Structural change Changes in people, attitudes, and skills Technological change
Leading change: Lewin’s process
© 2003 Prentice Hall, Inc.8-3
Chapter 8 Outline
Managing organizational change and development A ten-step change process Using organizational development
Human process applicationsTechnostructural interventionsHuman resource management applicationsStrategic applications
© 2003 Prentice Hall, Inc.8-4
Chapter 8 Outline
Instituting total quality management programs What is quality? Total quality management programs HR’s role in quality management
High-performance insight HR and Six Sigma HR and Baldrige awards HR and ISO 9000
© 2003 Prentice Hall, Inc.8-5
Chapter 8 Outline
Creating team-based organizations The nature of self-directed teams and worker
empowerment How HR helps to build productive teams
High-performance insightStrategic HR
HR and employee involvement programs
© 2003 Prentice Hall, Inc.8-6
Chapter 8 Outline
HR and business process reengineering What is business process reengineering? HR’s role in reengineering processes
Building teamsRedesigning compensationRedesigning the work itselfMoving from controlled to empowered jobs
© 2003 Prentice Hall, Inc.8-7
Chapter 8 Outline
Flexible work arrangements Flextime and compressed workweeks
Conditions for successCompressed workweeksResearch insight
Other flexible work arrangements HR.Net
Summary
© 2003 Prentice Hall, Inc.8-8
After Studying This Chapter You Should Be Able To:
Explain and illustrate the steps in the change process
Reduce employee resistance to change Describe the basic process for managing
organizational change & development Give specific examples of HR’s role in
total quality management programs
© 2003 Prentice Hall, Inc.8-9
After Studying This Chapter You Should Be Able To:
Show how companies use HR methods to create team-based organizations
Discuss the critical role of HR in business process reengineering
More effectively implement an organizational change
© 2003 Prentice Hall, Inc.8-10
Strategic Overview
Select, train, and organize employees Previously focused on the training and
management development methods Concepts and skills you need to more
successfully implement organizational changes
© 2003 Prentice Hall, Inc.8-11
Managing Change – What Do We Change?
Strategic change – a company’s strategy, mission and vision
Cultural change – a company’s shared values and aims
Structural change – reorganization Developmental change – people’s
attitudes and skills Technological change – work methods
© 2003 Prentice Hall, Inc.8-12
Cultural Change
Five ways to achieve cultural changesMake it clear to employees what you pay attention to,
measure, & control
React appropriately to critical incidents & organizational crises
Deliberately role-model, teach & coach the values you want to emphasize
Communicate priorities by how you allocate rewards & status
HR procedures & criteria consistent with values you hold
© 2003 Prentice Hall, Inc.8-13
Technological Change
Technology is a powerful engine of change Creates change by modifying the work methods
organizations use to do tasks Results in reengineering work process Must apply HR methods:
Teamwork New job descriptions Boosting skill & knowledge levels More flexible work arrangements
© 2003 Prentice Hall, Inc.8-14
Lewin’s Process Leading Change
3 steps Unfreezing Moving Refreezing
© 2003 Prentice Hall, Inc.8-15
Ten-step Change Process
Urgency
Mobilizecommitment
Create a guiding coalition
Develop a shared vision
Communicatethat vision
© 2003 Prentice Hall, Inc.8-16
Ten-step Change Process
Help makethe change
Generateshort-term wins
Consolidategains
Anchor new waysin culture
Monitor progress& adjust vision
© 2003 Prentice Hall, Inc.8-17
An Example of ChangePECO Energy
Visioning event List five critical processes Town hall meetings with all HR groups Resulted in changes to five processes Organizational design event Implementation
© 2003 Prentice Hall, Inc.8-18
Using OrganizationalDevelopment
Organizational development is a special approach to organizational change in which the employees themselves formulate the change that’s required and implement it, often with the assistance of a trained consultant
Definition
Definition
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Four DistinguishingCharacteristics of OD
1. Action research
2. Behavioral science knowledge
3. Attitudes, values and beliefs
4. Changes organization in a direction
© 2003 Prentice Hall, Inc.8-20
Four Types of OD Applications
Human process applications Technostructural interventions Human resource management
applications Strategic applications
OD interventions& organizational levels
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Human Process Applications
Aim first at improving human relations skills
Provide insights and skills required to better analyze behaviors
A facilitator uses survey research to solve problems & plan action
© 2003 Prentice Hall, Inc.8-22
Human Process Applications
Sensitivity, laboratory, or T-group training are used minimally today
Team building can improve effectiveness
Confrontation meetings resolve misconceptions
© 2003 Prentice Hall, Inc.8-23
Using OD to Increase Productivity
Technostructural interventions HR management applications use action
research Strategic applications harmonize
© 2003 Prentice Hall, Inc.8-24
TotalQualityManagement
Total quality management (TQM) is a type of program aimed at maximizing customer satisfaction through continuous improvements
Zero defects
Continuousimprovement
6
Kaizen
Definition
Definition
© 2003 Prentice Hall, Inc.8-25
Total Quality Management Programs
Quality is the totality of features & characteristics of a product or service that bear on its ability to satisfy given needs
Quality measures how well a product or services meets a customers needs
ISO 9000 provides written quality standards to which products must comply
© 2003 Prentice Hall, Inc.8-26
HR’s Role in Quality Management - Insight
Friendly phone staff is key to customer service at Lands’ end
Result of extensive screening & training Must love to talk All aspects of phone etiquette trained Results in fast, friendly service
© 2003 Prentice Hall, Inc.8-27
6 & Baldrige Awards
6 Sigma aims for 3.4 defects per million processes
To achieve this can be intense but very rewarding
Baldrige awards determined by a board of quality experts in 7 areas
© 2003 Prentice Hall, Inc.8-28
Creating Team Based Organizations
82% of U.S. Companies use teams to perform some tasks
Self-directed teams have several distinguishing characteristics: Perform naturally interdependent tasks Use consensus decision making Team’s members perform enriched jobs Teams are also highly trained Employers empower the teams & individual
members
© 2003 Prentice Hall, Inc.8-29
Entrepreneurs + HR - Empowerment
Time Vision finds employee empowerment works well in cases that directly involve employees
Team investigates which retirement vehicle to use & has responsibility to switch to it
Finds empowerment requires right employee and correct training
© 2003 Prentice Hall, Inc.8-30
How to Build Productive Teams
Establish demanding performance standards Select members for attitudes and skills Train leaders to “coach,” not “boss” Use positive feedback Select those who like teamwork Train, train, and train some more Cross-train for flexibility
© 2003 Prentice Hall, Inc.8-31
Insight – Product Improvement Teams
Need to beproactive
Identify & correct problems
Roadmaps guideprogress
Achieve continuousimprovement
© 2003 Prentice Hall, Inc.8-32
Strategic HR – Signicast Uses a Team Approach
Employeesuggestions
Implementideas
Validate withemployees
© 2003 Prentice Hall, Inc.8-33
Employee Involvement Programs
An employee involvement program, a team activity, is any formal program that lets employees participate in formulating important work decisions or in supervising their own work activities
Managers rank them as great productivity boosters
Definition
Definition
© 2003 Prentice Hall, Inc.8-34
How to Create a Culture of Involvement & Participation
Educate all regarding business plans Devote resources to build the
necessary HR systems Involve unions as partners Involve in designing and
implementing new systems Train in new technologies
© 2003 Prentice Hall, Inc.8-35
How to Create a Culture of Involvement & Participation
Promote employees’ continuous communication
Involve employees in assessing effects of new technology
Use telecommunications
© 2003 Prentice Hall, Inc.8-36
Extending Decision Making Abroad
Prior to extending the work team approach abroad focus on these goals: Build trust Be aware of cultural differences Create blended strategies
© 2003 Prentice Hall, Inc.8-37
Business Process Reengineering (BPR)
“The fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance such as cost, quality, service, and speed.” … Quote by experts Michael hammer & James Champy
“Why do we do what we do?”
Why do we do it the way we do?”
© 2003 Prentice Hall, Inc.8-38
Steps in BPR
Several jobs combined into 1
Workers makemore decisions
Reduce checks, controls to boost
efficiency
“Case manager”approach
Check out
© 2003 Prentice Hall, Inc.8-39
HR’s Role in Reengineering Process
Help build commitment Promote team building Redesign compensation Redesign the work itself Create empowered jobs
Visit
© 2003 Prentice Hall, Inc.8-40
Flexible Work Arrangements
Organizational renewal does not require massive change
Flextime allows workers to build their day around core midday hours
Compressed workweeks offer longer workdays but fewer of them
© 2003 Prentice Hall, Inc.8-41
% employees on flextime13%
19%
34%
34%
Manual laborAdministrativeSalespeopleExecutive
© 2003 Prentice Hall, Inc.8-42
How to Make Flextime Successful
Use supervisory indoctrination programs Most successful with clerical,
professional, & managerial jobs Most flexible programs are successful Use a project director A pilot program may be needed
© 2003 Prentice Hall, Inc.8-43
Discussion – How Effective Are Flexible Work Programs?
What do you think? Do flextime and compressed scheduling
help or hurt workers? What about a 12- hour shift that Dupont
tried at its plants in Texas? Can you think of any other flexible work
options?
© 2003 Prentice Hall, Inc.8-44
More Flexibility
Job sharing – two or more people share a single full time job
Work sharing – a temporary group work-hour reduction during economic slowdowns
Work from home or telecommuting – using the internet to “phone in” your work
© 2003 Prentice Hall, Inc.8-45
Telecommuting
You can’t be a hermit when you telecommute
Its all about staying connected & in touch by using PC’s & laptops, text pagers, cell phones, e-mail, voice & fax messages, & PDA’s
© 2003 Prentice Hall, Inc.8-46
Summary of Chapter 8
Managers lead by changing strategy, culture, structure, tasks, technologies, or attitudes
Use a ten-step process for organizational change
We saw a number of OD applications to promote change
© 2003 Prentice Hall, Inc.8-47
Summary of Chapter 8
Quality is key to success – use TQM to achieve it
Teamwork or super-teams boost productivity
Reengineering results in fundamental changes
The most flexible work arrangements provide the greatest benefit