Organisational Change Management Volume 1
Management "Jargon/Fads"
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Benchmarking Total quality management Customer focused Best practice Flexible manufacturing Lean manufacturing Micro marketing Competitive advantage Strategic intent Strategic alliances Partnering Outsourcing Networking Time-based competition Continuous improvement Business process redesign Cross-functional teams Mission statements Concurrent engineering Downsizing Right sizing Delayering Open book management Balanced scorecard |
Reconstructing Re-engineering Organisational redesign Job redesign Cultural change Gain sharing Pay for performance Asset management New organisations Learning organisation Network organisation Innovative organisation Informative organisation Adaptive organisation Hybrid organisation Empowered organisation Trans-national organisation Knowledge workers Entrepreneurs Intrapreneurs Key performance indicators Key value drivers Key result areas, etc |
(source: AFRBoss, 2000)
NB Repetitive Change Syndrome
In change, every new management fad offers an opportunity for even more change. This 'chasing the latest fad' results in starting too many projects which are unsuccessful. This wastes time and breeds a negative attitude to change, like cynicism. The resultant 'collective myopia' makes change more difficult the next time.