Page 10 - Managing Change in Organizations

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Contents

Part III Themes and issues in organization change

7 Organizations in the twenty-first century:
the value-added organization 107

Introduction 107
Changing the rules of the game 108
Techniques for a value-added organization 109
Stage A1: Business capability profile 110
Stage A2: Value-added metric 112
Stage B: Process design – mapping the value flow 114
1 Value-added design 114
2 Estimate value-added problems of ‘command
and control’ mode 114
3 Value-added clusters 114
4 Value-added contributions 114
Stage C: The ‘balanced scorecard’ 116
The workshop activity 118
Selecting the measures 118
Creating an implementation plan 118
Conclusion 118
Exercises 119

8 Sustaining organizational effectiveness 120

Introduction 120
Blocks to problem solving and change 120
Perceptual blocks 121
Emotional blocks 121
Cultural blocks 122

Environmental blocks 123
Cognitive blocks 123
Working through the blocks 123
Limits to problem solving 124
Organizations and rationality 126
An example: organization and counter-rational behaviour 129
Contingency, choice and organizational environments 136
Organization design, resources and complexity 138
Criticisms of the contingency approach 140
The innovative organization 144
Conclusion 146
Exercises 147

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