A C T A U N I V E R S I T A T I S L O D Z I E N S I S FOLIA OECONOMICA 99, 1909
II. ZAGADNIENIA METODOLOGII
REORGANIZACJI
Annie B a r t o l i
Ttlf STRATEGIC PILOTING OF CHANGE IM THE COMPANY
The e x trem ely r a p i d and h i g h l y complex e v o l u t i o n i n compa n i e s environm ents has i n e v i t a b l e s p i n - o f f e f f e c t s on t h e i r s t y le of management. The idea of "chang e" i s at the v e ry h e a r t of t h i s problem. This change needs to be " s t r a t e g i c a l l y " managed so as to account not o n ly f o r e x t e r n a l , but a l s o f o r i n t e r n a l e v o l u t i o n . I f n o t, then the company runs the r i s k of being s u b je c t to i t s e nviron m en ta l f l u c t u a t i o n s and of not being ab le to han d l e the v a r i o u s t r a p s and p i t f a l l s i t e n c o u n t e r s . . . New l i n e s of
thought, and of a c t i o n , then, need to be sought out f o r the stra t e g i c p i l o t i n g of company change.
A. Change and What i s at Stake
J u s t t h in k b a c k . . . Л few y e a r s back now, the Managing D i r e c t o r of M a ts u s h ita E l e c t r o C o ., in h i s speech to the Manage ment of Western Companies, d e c la r e d : "We a re going to w in , and the Western world w i l l l o s e . . . " .
No easy ta s k ! Western f i r m s , a c c o r d in g to tho Matsushita Ma naging D i r e c t o r , in j u s t the same way as the f a c e s of their exe c u t i v e s t a f f , a re too ” I a y l o r - l i k e " in appearance. Consequently,
Wykładowca U n iw e r s y t e t u Lyon I I , k i e r o w n ik naukowy C entre de Recherche - I n t e r v e n t i o n en Management, Lyon, F r a n c j a .
t h e i r d o w n fa ll is h i g h l y l i k e l y u n le s s they show them selves c a p ab le of s e t t i n g up i n t e r n a l p ro c e ss e s of change to p re v e n t s t r u c t u r e s and b e ha vio r becoming r i g i d .
In 1985, the Managing O i r e c t o r of Z i e g l e r S. A . , in a speech to h i s c o u n t e r p a r t s , announced: "The company you are managing at p r e s e n t w i l l no lo n g e r e x i s t in the year 2000. I t w i l l e i t h e r have d is a p p e a re d , or e l s e have r a d i c a l l y c h a n g e d ...
These two d i r e c t announcements to European, and in p a r t i c u l a r to F re n c h , companies b r i n g to l i g h t what i s b a s i c a l l y at sta ke w ith change.
Moreover, the f a c t s seem to c o n s i d e r a b l y back up such a r e f l e c t i o n . . . The a n a l y s i s c a r r i e d out by P . de Woot and X. Dcs- c l e e de Maredsous on ten major F r e n c h , B e l g i e n and Frenco-flel- gian i n d u s t r i a l groups showed t h a t those w it h the best performan ce had a high i n t e r n a l c a p a c i t y f o r change, and thus they could update in good time t h e i r s t r u c t u r e and t h e i r management methods. The w o rs t- p erfo rm in g companies, on the o th e r hand, a pply a d i s c o n t in u o u s " and " c r i s i s - s t i m u l a t e d " approach to the management of change, w ith no o v e r a l l s t r a t e g y .
Companies a r e , in f a c t , at g r i p s w ith the e v ery d a y r e a l i t y of change. I f they want to op e ra te c o r r e c t l y they cannot a f f o r d to ig n ore the n e c e s s i t y of being зиаге of i t s f l u c t u a t i o n s , and the a n a l y s i s of these f l u c t u a t i o n s , both w it h r e s p e c t to the com pany s surro un d ing s and w i t h i n the company.
These f l u c t u a t i o n s are of v a r i o u s t y p e s , and a re complex in n a t u r e . A sim ple o b s e r v a t i o n of oodern-day l i v i n g c o n d i t i o n s , however, enables them to be l i s t e d , based on a " p e d a g o g i c a l “ and, c f c o u r s e , a r b i t r a r y breakdown.
1. Economic f l u c t u a t i o n s , r e s u l t i n g f r o » movements of c o n c e n t r a t i o n , of f u s i o n , and of the a c c e n t u a t i n g of i n t e r n a t i o n a l im b a la nce s.
2. T e c h n o lo g ic a l f l u c t u a t i o n s , w it h the i n t r o d u c t i o n of com p u t i n g , c f r o b o t i c s , and of computer a s s i s t e d design and manu f a c t u r e .
3. S o c i o l o g i c a l f l u c t u a t i o n s , which show them selves through an e v o l u t i o n ír. norms and l i f e s t y l e s , and the s p l i t t i n g open of the t r a d i t i o n a l f r o n t i e r s of a c t i v i t y ( i n c r e a s e in exchanges, m u l t i n a t i o n a l i z a t i o n of l i f e s t y l e s e t c . ) .
4. C u l t u r a l i n f l u e n c e s , l in k e d to development in the f i e l d ? of knowledge and communications, and which show them selves by a d e c l i n e in tho v a lu e s of “ d u t y “ i n fa v o u r of a s e a r c h f o r p l e a sure .
b . P s y c h o l o g i c a l i n f l u e n c e s , l a s t l y , which c orresp on d to man's new e x p e c t a t i o n s , 0 . 9 . w it h r e s p e c t to the q u a l i t y of l i
f e , and which o f t e n »how them selves v i a a development of i n d i v i d u a l i s t i c i d e o l o g i e s .
f a c e d w it h such c o m p le x ity a l l of these i n f l u e n c e s s e e r to have one cowton f a c t o r which spans o ve r them - the r i s i n g up of the human dimension at a l l l e v e l s . For example: p s y c h o l o g i c a l e x p e c t a t i o n s »nd c u l t u r a l e v o l u t i o n dononst r a t o an i n c r e a s i n g quest f o r p e rs o n a l f u l f i l m e n t .
ł . As f a r as s o c i o l o g i c a l e v o l u t i o n i s co n c c rn e d , the i n c r e a s i n g r o l e o cc up ie d by the n o t io n of s o c i a l r e s p o n s i b i l i t y w ith r e s p e c t to the s u rro u n d in g comnunity i s to bo noted.
2. In t e c h n o l o g i c a l f l u c t u a t i o n s , the s e a r c h f o r adequacy between t e c h n o l o g i c a l c h o ic e s and human r e s o u r c e s i s b eing d e ve
loped .
З ; " I n the economic f i e l d , l a s t l y , a re a p p e a rin g the n o t io n s of s o c i a l c o s t s , tnuuen c o s t s , e x t e r n a l c o s t s , e t c .
Sooner or l a t e r , th e n , companies a re a f f e c t e d by such e v o l u t i o n s . But two types of b e h a v io u r can bo o b se rve d :
- t r a d i t i o n a l company management based on the " l a i s s e r f a i r e " and " i d e n t i c a l r e p r o d u c t i o n " p r i n c i p l e s : as long as e v e r y th in g s e e m to be w o rk in g , d o n 't change a n y t h i n g . . . u n t i l l the “ c r i s i s ” s i t u a t i o n o c c u r s ;
- s t r a t e g i c company management founded on a v i s i o n of the f u t u r e , and on the p r a c t i c e of "permanent change” .
J u s t w anting change, though, i s not enough. The implementing of a c e r t a i n " s a v o i r - f a i r e " as concerns the h a n d lin g of the chan ge ( p r o c e s s / c o n t e n t ) c o u p le i s req u ire d
-Ih e p r o c e s s of change c o rre s p o n d s , 1л f a c t , to the action i t s e l f , to the method used. I t i s the "fo r m 4 of the change, too o f t e n n e g l e c t e d in fa v o u r of the " s u b s t a n c e " of the change. This l a t t e r i s to be found i n the c o n t e n t of the chan g e, the second element m the co u p le to fee p i l o t e d ; i t i n c l u d e s the components of uhange, the f i e l d s of a c t i o n , e t c .
9ft Annie Bartoli
Close a n a l y s i s o i ca s es where companies have not had t o t a l s u c c e s s in t h e i r p ro c e ss of change enab les a c e r t a i n number of c o n s ta n ts to be h i g h l i g h t e d w i t h r e s p e c t to performance d e v i a t i o n s as compared w it h the o r i g i n a l p r o j e c t . Our r e s e a r c h then, le a d s to the f o l l o w i n g o b s e r v a t i o n s :
D e v i a t i o n s in the р г о с езс : - d e a d l i n e ,
- c o s t of the a c t i o n , - c o o r d i n a t i o n of a c t i o n s ,
- com pliance to the “ r u l e s o f the game' by the a c t o r s . O e v i a t i o n s i n the c o n t e n t:
- type and b rea d th of the a c t i o n ,
- degree of i n t e g r a t i o n in the o v e r a l l p o l i c y , - f i e l d s of a n a l y s i s and a c t i o n ,
- q u a l i t y of p r o d u c tio n .
These o b s e r v a t i o n s are o b v i o u s l y o n ly of use i f the f a c t o r s l e s t r a m i n Q or o b s t r u c t i n g the s u c c e s f u l accomplishment of the p r o j e c t can be tra c k e d down.
В R e s t r a i n t s to 8e Overcome
The r e s t r a i n t s e ncountered seem g e n e r a l l y to f a l l under one of f o l l o w i n g h e a d l i n g a :
1) R e s t r a i n t s i n t r i n s i c to* the company, these a r e :
a ) e i t h e r c h a r a c t e r i s t i c s of the " m i l i e u “ c o n c e rn in g physical o r t e c h n o l o g i c a l s t r u c t u r e s ( e . g heavy equipment a c t i n g as an o b s t a c l e to r a d i c a l c h an g e ), o r g a n i z a t i o n a l s t r u c t u r e s » e .g .
" r i g i d ” T a y lo r type o r g a n i z a t i o n s ) , or o l a e s o c i a l s t r u c t u r e s ( e . g . the case of s e c t o r s w it h a low I n i t i e l l e v e l of t r a i n i n g ) ;
b ) o r c h a r a c t e r i s t i c s s p e c i f i c to the company. D e viation s due to the im portance of i n t e r n a l movements (change i n key a c t o r s , s * a f f c u t- b b c k s , e t c . ) , to the s t y l e of management ( b a d l y d e f i ned or p o o rl y known s t r a t e g y , la c k of commitment by the G e ne ra l Mątia^ement, e t c . ) , or due t o the e x t e r n a l environm ent (nhich may c r e a t e a f e e l i n g of m p o ten c e i f a c e r t a i n “ t u r b u le n c e t h r e s h old i3 e x c e e d e d );
2) R e s t r a i n t s l i n k e d to the degree of i n t e g r a t i o n of the pro ce ss i n the o p e r a t in g o f the company; two typ e s of o b s t a c l e s to change f a l l under t h i s h ead in g :
a ) d e f e c t s in s t r a t e g i c a n a l y s i s of change ( l a c k o f c l e a r d e c i s i o n w it h r e s p e c t to change, la c k of e x p l i c i t commitment by management, or e l s e problems w it h coherence between tho company's d i f f e r e n t d e c i s i o n s and a c t i o n s , e t c . ) ;
b ) law i m p l i c a t i o n of the a c t o r s (unawareness of the p ro c e ss and of what i s a t s t a k e , absence o f ‘‘n e g o t i a t i o n " o f the game by the a c t o r s , or poor a p p r o p r i a t i o n of the p ro c e ss by the a c t o r s c o n c e r n e d . . . ) ;
J ) R e s t r a i n t s a r i s i n g from the p i l o t i n g method; analysed pro c e ss e s of change f r e q u e n t l y shöw up the f o l l o w i n g d y s f u n c t i o n s :
a ) ’‘dosage" e r r o r s , i . e . the tendency to go to the extreme ( o . g . too-high a p a r t i c i p a t i o n or too many d i r e c t i v e s ) ;
b ) i n f l e x i b i l i t y o f methods d u rin g the p r o c e s s w it h reg a rd to the r i s k s enco un tered by the company;
c ) d e f e c t w i t h reg a rd s to the use of a common language base between the d i f f e r e n t a c t o r s concerned;
d> l a c k of a n t i c i p a t i o n and p r e v e n t i o n ; t h i s sho uld have shown i t s e l f , i n p a r t i c u l a r , by a w a tc h f u l and f o r e c a s t i n g a t t i tude w it h r e s p e c t to c e r t a i n i n t e r n a l and e x t e r n a l s i g n s .
As t h i s t h i r d c a t e g o r y of r e s t r a i n t s i s the e a s i e s t one to a c t upon, i t seems a l l the «ore im p ortan t to know of i t .
Ihe p i l o t i n g method o f the change ( p r o c e s s / c o n t e n t ) co u p le seems, in f a c t , to be an e s s e n t i a l f a c t o r f o r e f f i c i e n c y i n the approach to change.
O b v i o u s l y , no m ira c u lo u s s o l u t i o n e x i s t s . E s p e c i a l l y s i n c e the e c o n o n ic and s o c i a l r e a l i t y which e x e r t s an i n f l u e n c e on companies o p e r a t i o n s cannot be t o t a l l y c o n t r o l l e d .
However i f the p r o c e s s e s of change can p r o b a b ly not be t r u l y c o n t r o l l e d , they c a n , and must be p i l o t e d . I n o t h e r words, mani p u l a t e d i n f u l l awareness of the r u l e s , l i m i t s , and p o s s i b i l i t i e s . from t h i s p o i n t of v ie w , the above in f o r m a t io n r e s u l t i n g from the a n a l y s i s o f d e v i a t i o n s i s e x tre m e ly u s e f u l . More s p e c i f i c a l l y , they mean t h a t p i l o t i n g "by the s e a t of the p a n t s " can be r e j e c t e d , and t h a t the f i e l d o f v i s i o n can be e xtended, and a
s t r a t e g i c p i l o t i n g approach of the change ( p r o c e s s / c o n t e n t ) co uple adopted.
C. The S t r a t e g i c P i l o t i n g of Change
The s t r a t e g i c approach method to change p resupposes:
- i n t e g r a t i o n of the dim ension " t i m e " so as to re s p e c t the o r g a n i z a t i o n s " c h r o n o b io lo g y " ( l i f e rhythm s) and a v o id the en- ,t ro p y phenomenon (e n e r g y d i s s i p a t i o n ) ,
- i n t e g r a t i o n of the d i f f e r e n t c a t e g o r i e s of s t a f f so as to a v o id d i v e r g e n c e s o f tho u g h t, and of a c t i o n and so t h a t as many p o s s i b l e becone “ a c t o r s " .
The c o n s t r u c t i o n and use of c o h e r e n t , r i g o r o u s , programmed and shared management t o o l s and m ethodologies of a c t i o n thus be come p o s s i b l e .
The p ro c e s s i s not any the l e s s f l e x i b l e and a d a p t a b le . The o b j e c t i v e , in f a c t , i s th a t i t should o f f e r both coherence and a s t a b l e r e f e r e n c e in approach and c o n t e n t , and f l e x i b i l i t y or new openings w it h reg a rd s to methods of a p p l i c a t i o n .
The s y s te m ic c o n c e p tio n of change, then, becomes, n e c e s s a r y i f an attem pt to p i l o t the p ro c e ss i s to be made, e s p e c i a l l y i f i t is complex. I f seems e s s e n t i a l to p i n p o i n t the "key p o i n t s " of th e se r e l a t i v e l y complex p r o c e s s e s so as to draw up a p i l o
t i n g c o n t r o l p a n e l . These key, p o i n t s can be c l a s s e d i n t o th re e s t a g e s :
1) d u r in g the I n i t i a t i o n s t a g e ; must be i d e n t i f i e d :
a ) the o r i g i n a l id ea which needs to be l e s t e d by c o n f r o n t i n g i t w i t h the r e a l i t i e s of the o r g a n i z a t i o n ;
b ) the p i l o t of the p ro c e ss <and h i s p o s s i b l e c o - p ilo ts ), very s p e c i a l a t t e n t i o n must be p a id when making t h i s c h o i c e ;
2) d j r i n g the launch and a c t u a l i z a t i o n s t a g e , a t t e n t i o n w i l l be p a id to :
a ) the c o n t e x t of the company concerned (econ om ic, c u l t u r a l , s o c i a l , e t c . ) ;
in r e l a t i o n to o v e r a l l company p o l i c y and i t s r e a l i s m w it h r e gard to the company s c a p a b i l i t i e s ;
c ) the making a v a i l a b l e of means (human and f i n a n c i a l means, equipment, e t c . ) ;
d ) the energy r e q u i r e d to tra n sfo rm what exists-,
3) d u rin g the management and a c t i v a t i o n s ta g e c e r t a i n • e l e ments become even mure e s s e n t i a l :
a ) time and the r e s p e c t i n g of a c e r t a i n progres: äivermss whilst a t the same time a v o id i n g d r i f t ;
b ) the f i e l d s of a n a l y s i s and a c t i o n to be i n t e g r a t e d con c e r n i n g o v e r a l l company o p e r a t io n (management s t y l e , work met hods, work o r g a n i s a t i o n and working c o n d i t i o n s , i n t e r n a l i n f o r mation and communication, job (equipment a p p r o p r i a t e n e s s , t r a
i n i n g , e t c ) ;
C) the p i l o t i n g t o o l s , both fo r in t r o d u c i n g change and f o r m o n ito rin g and a p p r a i s a l of i t , and to m a in t a in i n d i v i d u a l m o t i v a t i o n ;
d) l a s t l y , the e f f e c t s , i . e . : the d i r e c t or i n d i r e c t , planned or unexpected, f i n a l or in te r m e d ia r y consequences on the f i e l d of a c t i o n or i t s environ m en t.
I he above c h e c k l i s t of the key p o i n t s e n a b le s из to t a c k l e the (p r o c e s s - c o n t e n t ) problem of change i n an o v e r a l l manner, and thus to manage c o m p le x it y .
So as not to be d i s s u a s i v e , though, the a c t o r s p i l o t i n g the p ro c e ss may seek to demonstrate a c e r t a i n s i m p l i c i t y of a c t i o n d e s p i t e the f a c t t h a t they them selves are aware of the contingen c i e s and c o m p le x ity of the r e a l w o rld .
The s ea rc h t o r the dosage ( s i m p l i c i t y - c o m p l e x i t y ) i s , in f a c t , e s s e n t i a l , and the same a p p l i e s to the f i f t e e n o t h e r "noso lo g y model" co u p le s put forw a rd f o r the p i l o t i n g of change.
D, The Models t o r the P i l o t i n g of Change
1. Oosology Model
I n any s t r a t e g i c a l l y p i l o t e d p ro c e ss of change any l a s t i n g . " e x t r e m e s " need to be e l i m i n a t e d . A “ d o s in g " p r o c e d u r e , then, i s
p r e f e r a b l e , t . e. see k in g out o p t i m i s a t i o n and adequate p r o p o r t i o n s .
The n o t io n of dosing should be understood in the g e n e ra l am b i v a l e n t sense, w it h th re e cweponeutS:
- a r b i t r a t i o n or tho a r t of f i n d i n g a "happy medium";
- sim ultaneou sn ess or a c h i e v i n g , over the same time p e r io d , two phenomens or two a c t i o n s ;
- a l t e r n a t i o n or the s u c c e s io n of elements w hich, in t u r n , keep r e c u r r i n g , on a more or l e s s r e g u l a r b a s i s .
Tho f o l l o w i n g diagram (page 103) s h o w s,in a s y n th e tic fora, a l l s i x t e e n of the cou p les r e q u i r i n g a t i m e l y dosage throughout the change p r o c e s s . Amongst these s i x t e e n c o u p le s i s the couple ( a n a l y s i s - a c t i o n ) . Th is cou p le u n d e r l i n e s the n e c e s s i t y f o r a c e r t a i n a l t e r n a t i o n between, on the one hand, the " t a k i n g one s d i s t a n c e " a t t i t u d e - the s e a r c h f o r what i s a t s ta k e o r the a- n a l y s i s - and, on the o th e r hand, s o l i d a p p l i c a t i o n by action " i n the f i e l d " . This le a d s us to c o n s id e r the d i f f e r e n t f i e l d s of a n a l y s i s and a c t i o n .
These a re DASIs (Domaine d Analyse e t d ' A c t l o n S t r a t e g i - ques I n t e r n e s ) F i e l d s of I n t e r n a l S t r a t e g i c A n a l y s i s and Ac t i o n ( F I S A ) wl.ich may be examined and put I n t o p l a y so as to implement and p i l o t change.
2. F IS A Model
The F IS A can be accounted f o r by u sin g the f o l l o w i n e l i s t . Th is l i s t i s not n e c e s s a r i l y com plete:
- work o r g a n i z a t i o n and working c o n d i t i o n s , - work methods,
- i n t r a and i n t e r d ep a rtm e n ta l c o o p e r a t i o n , - jobs/equipment a p p r o p r i a t i o n ,
_ p roduct d e sig n and m a nu fa cture, - c o p p e te n c e s/ jo b s a p p r o p r i a t i o n ,
- t r a i n i n g - a c t i o n ,
- I n t e r n a l in fo r m a tio n and communication, - reward fo r c o n t r i b u t i o n .
The g t n é r a i s t r a t e g y of change nay a l s o Oe »ade up as a com b i n a t i o n of the a n a ly s e s end a c t i o n s in these d i f f e r e n t f i e l d s , c e n t e re d M ono a unt»ng a x i s . The r.oheronco of the approach i s , in f a c t , another im portant p r i n c i p l e to be re s p e c te d i n the s tra t e g i c p i l o t i n g of change.
I t i s a ls o worth n c t i n g th a t the s t r a t e g i c p i l o t i n g of p e r manent changes le a d s «в to r e c o n s i d e r the t r a d i t i o n a l v i e » of
ihe o p e r a t i n g of the company and of s t r a t e g y .
P r a c t i t i o n e r s and t h e o r i s t s t r a d i t i o n a l l y c o n s id e r th a t s tr a tegy i s b a s i c a l l y an e x t e r n a l f a c t o r ( P r o d u c t s / M a r k e t ) and th a t i t i s based on an a n a l y s i s approach.
On the o th er hand, an updated d e f i n i t i o n of s t r a t e g y b r in g s t o g e th e r e x t e r n a l and i n t e r n a l s t r a t e g y and p u ts im pleroentation on the same l e v e l as a n a l y s i s . Ihe aim, then, i s the c o m p e t i t i veness of the company, and i t s c o n tin u e d e x i s t e n c e in the midst oj s u r: win ding e v o l u t i o n , m p a r t i c u l a r , by making b e st use of human re s o u rc e s .
Company s t r a t e g y and permanent change s t r a t e g y , th e n , cannot be s e p a r a te d . Two new v e c t o r s of permanent change which a re e n cou n tered more and more f r e q u e n t l y i n F rench companies s e r v e to demonstrate t h i s p o i n t : tho Company P r o j e c t and the s ea rc h f o r
l e t a l Q u a l i t y .
£. Recent Examples of V e c t o r s of Change
Ihe Company P r o j e c t and l o t a l Q u a l i t y a re two of the major tnemes of a c t i o n m F ren ch Companies whicn seura to have c l e a r l y e x p e rie n c e d s i g n i f i c a n t d e velop m en t, and u n lc h seen to i l l u s t r a te the id ea of ‘•process of change" p a r t i c u l a r l y w e l l .
1. The Company P r o j e c t
This nan be d e f i n e d as a company’ s o v e r a l l scheme, aimed at B o b i l i / i n g hu^»n rsžourocb in a way common t o , and known and a c c e p te d by a l l concerned.
I t i s worth p o i n t i n g out at t h i s p o i n t t h a t i f the Company P r o j e c t has been much adopted in F r a n c e , then i t i s probably, be cause i t e n a b le s th r e e req u ire m e n ts to be » e t :
- the n e c e s s i t y f o r g r e a t e r company e f f i c i e n c y and c o m p e ti t i v e n e s s ,
- the need f o r h ig h c a p a c i t y f o r change in a m uta tin g e n v i ronment ,
- the e x p e c t a t i o n « of the " s o c i a l body" ac f a r as communica t i o n , e x p r e s s io n , and p a r t i c i p a t i o n are con cern ed .
2. To tal Q u a l i t y
Th is " s t r a t e g i e “ idea of q u a l i t y stems l a r g e l y from the ever- -mor.e “ C u r o p e a n iz c d " , Ja p a n e se and Amurican T o t a l U u a l i t y ap p ro a che s.
Thure are four wain p r i n c i p l e s behind th e se approaches: - a w id ening of the concept of q u a l i t y to c o v e r a l l a s p e c ts of the company's l i f e (n o lo nger l i m i t e d to the p r o d u c t ) ;
- an e x t r a p o l a t i o n of the “ c u s t u w c r / s u p p l l e r “ r e l a t i o n s h i p to c o v e r a l l i n t e r n a l and e x t e r n a l r e l a t i o n s h i p s f o r each i n d i v i d u a l i n the company; c o n s e q u e n tly the employee ir. c o n s id e re d as both “ cu stom er" and " s u p p l i e r “ to the company;
ч i n t e g r a t i o n of a l l of the custom ers needs;
- the permanent i n s t a l l a t i o n of t o o l s f o r m o n ito rin g and ap p r a i s a l of a c t i v i t y throughout the company.
T o ta l q u a l i t y , th e n , i s both ’•external*’ q u a l i t y ( p r o d u c t s , s e r v i c e s , c o n t a c t s w i t h the e n v ir o n m e n t ) , and “ i n t e r n a l " q u a l i t y ( c o n c e p t i o n and r e a l i z a t i o n of a l l the a c t s o f a l l the men and women w i t h i n the company» and in a l l f u n c t i o n s ) . I t i s a s e a r c h
for
“ o v e r a l l company o p e r a t i n g q u a l i t y " u sin g a p ro c e s s o f action and permanent change which i m p l i e s a i l of the s t a f f ,F. C o n c lu s io n
— I f the Company P r o j e c t and T o ta l Q u a l i t y c o n c e p ts s e r v e as good i l l u s t r a t i o n s of the p ro c e ss of change, they a re not the
o n ly typ es o i permanent change i n e x i s t e n c e . Another example i s t h a t of s o c i o - o r g a n l z a t i o n a l i n n o v a t io n in a l l i t s forms.
Change in the company, in a l l c a s e s , seems to c a l l f o r g e nuine s t r a t e g i c p i l o t i n g based on a methodology which i s both f l e x i b l e and r i g o r o u s .
G iven t h i s , c e r t a i n t r a d i t i o n a l id e a s on management and stra tegy c a l l f o r a c e r t a i n amount of u p d a tin g in ord e r to g iv e i n t e r n a l s t r a t e g y an im portant s t a t u s , and so t h a t im plem entation may be re c o g n is e d as being a s t r a t e g i c f a c t o r .
I n f a c t , in t i s u ', management know-how c o u ld w e l l be a s s i m i l a t e d to the c a p a c i t y to p i l o t company change i n a l l i t s forms.
Annie S a r t o l i
STRATEGICZNE STEROWANIE ZMIANAMI W PRZEDSIĘBIORSTWIE
Gwałtowne zmiany w o t o c z e n iu współczesnych p r z e d s i ę b i o r s t w zmuszają j e Jo zmian wewnętrznych, k t ó r e powinny być prowadzone w sposób - s t r a t e g i c z n y " . Zmiany te mają c h a r a k t e r ekonomiczny, t e c h n i c z n y , s p o łe c z n y , k u ltu ro w y i p s y c h o l o g ic z n y , a r e a k c j a na n i e p r z y b i e r a p o sta ć p o l i t y k i a lb o u t r w a l a n i a s tan u i s t n i e j ą c e g o lub permanentnych zmian n akierow anych na p r z y s z ł o ś ć . W r e a l i z a c j i tyc h zmian napotyka s i ę l i c z n e hamulce, k t ó r e winny być z l i kwidowane, m. i n . przez w ła ś c iw ą s t r a t e g i ę . Obejmuje ona t rz y kluczowe s t a d i a postęp o w ania: początkowe ( k o n f r o n t a c j a i d e i zmian z r e a l i a m i o r g a n i z a c j i i prowadzenie procesu z m ia n ), stadium u- ruchom ienia i a k t u a l i z o w a n i a , g dzie uwaga powinna być zwrócona na c e l e i k o n te k s t zmian - ekonomiczny, sp ołe czn y i t d . , or»z stadium z a r z ą d z a n ia , aktywowania i i n t e g r a c j i w s z y s tk ic h c z y n n i ków fun k cjon ow ania p r z e d s i ę b i o r s t w a . Na zakończenie przedstawiono modele s t e r o w a n ia zmianami, i c h elementy składow e, i l u s t r o w a n e dwoma p rzy kła d a m i modeli d z i a ł a ń w k ie ru n k u zmian we f r a n c u s k i c h przadsiębiorstwach.
