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Organization Change and Development




                    Notes            ''We actually set up two different kinds of reengineering teams, one to come up with the
                                     ideas and the other to test and refine them in the real world. The first team we called the
                                     core team.
                                     As soon as we had a process design, we put the second team, which we called the lab team,
                                     to work. Their job was to test the core team's blueprinted design by using it to process real
                                     orders.
                                     They would try the new process, change it however they liked and then feed their results
                                     back to the core team.  Thus, our  reengineering program  was iterative. The lab team
                                     became, in effect, a prototype for the case team concept that our core team developed. As
                                     a result of reengineering this way, our labor costs have dropped from about $88 million to
                                     $6  million.''

                                   Large-scale Systems Change

                                   Large-scale system change (including organisational transformation) with unextensive OD thrust
                                   typically requires a multiplicity of interventions over an extended time frame. Including:
                                      A reconceptualisation of the nature of the business;
                                      The use of a parallel learning structure;

                                      A reduction in hierarchical levels;
                                      Team building and Development, including the use of cross-functional teams;
                                      Survey feedback;

                                      Extensive use of task forces; and
                                      Intensive  leadership training (Nadler, Ackerman, Porras and  Silvers Cummings and
                                       Worley, Weisbord, and others).

                                   Self Assessment

                                   State whether the following statements are true or false:
                                   1.  Parallel learning structures have a mandate to deal with complex, non-routine, future-
                                       oriented problems and/or to co-ordinate large-scale systems change.
                                   2.  MBO cannot vary on an autocratic-participative continuum.
                                   3.  Reengineering as currently conceptualized focuses almost exclusively on streamlining
                                       business processes.
                                   4.  Socio-technical Systems (STS) theory is based on joint optimization of the technological
                                       and political systems of organisations.

                                       


                                     Case Study  The Sundale Club

                                     Background
                                     The Sundale Club is the largest athletic-social club in the city. It has been established for
                                     many years and has a prestigious reputation. Currently, the membership is slightly under
                                                                                                         Contd...



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