Organisational Change Management Volume 1

"Common Successful Organisation" Symptoms

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Tradition of life-time employment

Job security in exchange for loyalty to organisation and individual managers

Informal rules and personal relationships dominate formal systems for performance evaluation and career advancement

Limits to management and staff's responsibilities; discouraged to go outside those boundaries

Staff not looking for challenges within or outside the organisation

Position and power within the organisation network determines who gets what

Seniority promotion system

Performance system not linked to business performance ie loyalty valued more than performance

Success in an organisation can result in big individual egos and arrogant corporate cultures

Great success in an organisation creates a momentum that demands more and more managers to keep the growing enterprise under control while apparently requiring little, if any, leadership

Development of organisational defensive routines to preserve status and sense of security, ie in searching for the source of problems, they need look outside themselves and often outside the organisation to the unpredictable environment

A culture locked into decades of die-hard habits and unable to examine the basic assumptions and processes of almost everything the organisation does

Other signs of an organisation that erroneously perceives itself as successful include

- inconsistent product quality

- slow response to market place

- lack of innovative and competitive action

- uncompetitive cost structures

- inadequate employee involvement

- unresponsive customer service

- inefficient resource allocation


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