Designing organizations that are built to change

• Autores: Christopher G. Worley, Edward E. Lawler
• Localización: MIT Sloan management review, ISSN 1532-9194, Vol. 48, Nº 1, 2006, págs. 19-23
• Idioma: inglés
• Texto completo no disponible (Saber más ...)
• Dialnet Métricas: 2 Citas
• Resumen

  • Most large-scale change efforts fail to meet their expectations. A major problem is that even the most advanced change models will stumble when they face organizational designs and management practices that are inherently anti-change.

    The truth is that the effectiveness of change efforts is largely determined by organizational design, or how a company¿s structure, processes, reward systems and other features are orchestrated over time to support one another as well as the company¿s strategic intent, identity and capabilities. In a world that is perpetually changing, an organization¿s design must support the idea that the implementation and reimplementation of a strategy is a continuous process. However, a number of traditional organizational design features tend to discourage ¿ and not encourage ¿ change. Thus, to transform themselves into organizations that are ¿built to change,¿ companies need to rethink a number of these basic design assumptions with respect to managing talent (forget about job descriptions and redefine the relationship between company and worker), reward systems (implement a ¿person-based¿ pay system), structure (redesign the organization to maximize its ¿surface area¿), information and decision processes (scrap the annual-budget process and move decision making closer to the front lines), and leaders (replace hierarchical command-and-control with shared leadership).