One of the main problems in the development of modern Russian enterprises is their development and change in accordance with modern market principles of functioning and the growing requirements of the external environment. The external conditions for the functioning of a modern organization relate to various indicators of its activities, require the flexibility of the management system, and therefore an effective organizational structure as one of its most important elements.
The organization and management of most domestic enterprises does not meet the needs of not only the world, but also the Russian market. This leads to management inefficiency, as a result of which the enterprise finds itself in a crisis state of unprofitability or bankruptcy, which in turn slows down the economic development of the country as a whole and makes it difficult for Russian enterprises to compete with foreign competitors.
At the same time, solving the problems of development and change in organizations is important not only for unprofitable, but also for successful, dynamically developing enterprises. Currently, the process of introducing changes in enterprises and companies is becoming a new conceptual approach to management. In this regard, the processes of change in the entire system of the functioning of the enterprise and its organizational structure, including processes, people, consumers, as well as various models and methods of their practical implementation, are of particular importance.
In the conditions of economic reform, the restructuring of the enterprise and its organizational structures, as its most important elements, has become not only the object of scientific research, but also legislative intervention (the adoption by the Ministry of Economy of the Russian Federation of " methodological recommendations on the reform of enterprises” and the Government of the Russian Federation “Concepts for reforming enterprises and other commercial organizations»).
There is already some experience with change in organizations. Some large-scale programs of change have already begun Russian enterprises and there is reason to expect that other organizations will follow their example, for most of which the problem of setting up regular internal management that meets modern environmental requirements is very acute today.
Target term paper: development and improvement of the efficiency of the enterprise by carrying out changes based on the integral method of changes according to the model - TPS Rampersad.
The object of the study is the enterprise LLC "Orange", and the subject is the organizational changes that occur in the process of development of the enterprise and its improvement.
When performing the study, a set of methods was used: scientific generalization, economic analysis, methods of analogies, groupings, logical levels, functional-structural and system approaches.
1. Theoretical foundations for carrying out changes, approaches, models, methods and tools.
1.1 General definition of change; concept, areas of application
Changes in an organization are driven by the organization's response to environmental developments (communications, requirements, and opportunities). Organizations are forced to constantly adapt to the environment in which they exist. They themselves also generate changes in external environment, developing and launching new products and technologies on the market, which become dominant and are widely used.
Change itself is a gradual or stepwise process of moving an organization to a new level using existing ideas and concepts.
Organizational changes include:
In the main structure - the nature and level of business activity, legal structure, ownership, sources of financing, international operations and their impact, diversification, mergers, joint ventures
In tasks and activities - a range of products and a set of services provided, new markets, customers and suppliers
In the applied technology - equipment, tools, materials and energy, technological processes, office equipment
In management structures and processes - internal organization, labor processes, decision-making and management processes, information systems
In organizational culture - values, traditions, informal relationships, motives and processes, leadership style
In people - management and staff, their competence, motivation, behavior and efficiency in work
In the effectiveness of the organization - financial, economic, social and other indicators to assess the connection of the organization with the environment, the fulfillment of its tasks and the use of new opportunities
The prestige of the organization in business circles and in society.
Organizational changes are applied in different organizations. At the same time, organizations are understood as social integrity, which are aimed at the implementation of certain goals, built as a specially structured and coordinated system, intended for some activity, and related to the environment.
1.2. Organizational Change Approaches
Planning the process of development and change in the enterprise largely depends on the form of management on it, and hence on the dominant approach to change.
In the early 1960s, T. Burns and G.M. Stalker, when analyzing the management of organizations, identified and described two of their types: mechanistic and organismic (also called organic). The mechanistic type of organization is adapted to stable external conditions. Management tasks in such an organization are divided into areas within which each employee performs clearly defined functions assigned to him. This type of management is implemented using linear-functional and linear-staff structures. These types of control structures, which are traditional, are described many times in the management literature and we will not dwell on the description of these control structures.
The organic type is adapted to unstable, changing conditions, when unfamiliar tasks arise all the time that cannot be solved by standard approaches and methods, therefore new methods of solving problems are required. Great importance is attached to expanded rather than limited knowledge as a condition for development. Interaction and communication exists between all levels - both horizontally and vertically, which is necessary for effective work.
If you need to change something in your organization, the effect is possible not only by changing the structures, technologies, skills, qualifications, but also by changing the values, spirit and ways of interaction between people in the process of activity.
It is important how the organization is adapted to external conditions, whether it is ready to adapt to new conditions, what internal processes can help or hinder it in this.
Based on this, we can say that the organic approach to making changes is more productive, as it affects every member of the team. With a mechanistic approach, it is impossible to achieve the complexity of changes and improve the organization.
.3. Methods of organizational change
There are two polar methods of organizational development and change, each of which determines the appropriate strategy for change. The authors of these concepts, called respectively Theory E and Theory O, are well-known researchers, Harvard Business School professors Michael Beer and Nitin Noria. Theory E considers financial goals and focuses on their effective achievement, taking into account the constant pressure of the company's shareholders. Theory O considers the organization as a self-developing system and is more focused on the corporate culture, goals and motives of the organization's employees.
Theory E leaders tend to use hard methods, emphasizing change from the top down and focusing on building structure and systems, a mechanistic approach. Leaders - adherents of Theory O - are more focused on training and developing employees, changing corporate culture and making changes from the bottom up. Table 1 presents the characteristics of these theories.
Table 1
| Characteristics | Theory E | Theory About |
| Purpose of change | Increasing profits (economic goals) | Development of organizational abilities |
| Leadership | Top to bottom (autocratic) | Participating (participatory) |
| Object of change | Structure and systems ("hard" elements) | Organizational culture ("soft" elements) |
| Planning for change | Programmed and planned changes | Spontaneous change (reaction to emerging opportunities) |
| Motivation for change | Financial Incentives | Combination of different incentives |
| Participation of consultants | Consultants use ready-made technologies and solutions | Involving employees in the decision-making process |
Leaders who choose Theory E manage change from the top down. They usually do not involve managers and lower-level employees in discussions about setting goals and objectives. Proponents of Theory E believe that top-down leadership is a reasonable approach to managing change when a firm is facing problems that could lead to collapse. Only the president of a company can make the right strategic decision about change, technology, and improvement—all the initiatives needed to survive in a changing environment. Leaders using Theory E focus primarily on strategies, structures, and systems—the "hard parts" of an organization. These are the elements that can be easily changed from top to bottom and can bring quick financial returns.
1. The essence of the concept of organizational change management
In Russia, fundamental changes have taken place in almost all areas of society, and perhaps the most dramatic in the field of economic relations. The transition from a centrally planned to a market economy in Russia led to a structural change in the economy: a new two-tier banking system began to take shape, the liberalization of foreign economic activity led to the emergence of a large number of large and small exporters and importers. As a result of privatization, not only private objects passed into private hands commercial economy, but also large industrial enterprises.
But along with positive trends, negative ones also appeared: large disproportions in the structure of the national economy, the rupture of former economic ties, the elimination of subsidies to individual industries, the reduction of centralized lending, inflation, problems of "non-payments", social tension, pressure from the rapidly expanding "shadow" economy. .
In this situation, new requirements are imposed on the construction and behavior of organizations focused on integration into market relations: entrepreneurial activity, the transition to various forms of ownership, changing functions and methods of state regulation and management. Organizational activity is influenced by the growing pace and scale of revolutionary changes in the technological base of production. It should also be taken into account that the heavy legacy of the centralized typing of all structural constructions, the rigid formalization of internal and external subordination relations, the lack of freedom of all lower levels, the mass distribution and long-term use of organizational schemes suitable only for certain conditions and emergency circumstances, gave rise to stereotypical conservative thinking and organizational constraint. , and this makes it difficult both to perceive scientific principles and to apply them to create organizations of a modern type or adapt existing ones to the requirements of the time. Thus, the transition to an effective organization and management based on scientific principles is not only necessary, not only possible, but has become the main condition for the successful implementation of economic reforms. An enterprise, becoming an object of commodity-money relations, having economic independence and being fully responsible for the results of its economic activity, is obliged to form a management structure that would ensure its high performance, competitiveness and stability in the market.
An organization is a complex organism. It intertwines and coexists with the interests of the individual and groups, incentives and restrictions, rigid technology and innovation, unconditional discipline and free creativity, regulatory requirements and informal initiatives. Organizations have their own image, their own culture, their own traditions and reputation. They develop confidently when they have a sound strategy and use resources efficiently. They are rebuilt when they cease to meet their chosen goals.
Of course, such a complex organism as the modern organization cannot be understood only from the standpoint of its formal structure and decomposition into separate parts. Along with the structural approach, which mainly reflects the statics of the organization, the behavioral point of view is of key importance, aimed at identifying the dynamics of the organization, putting the person, the system of relations between people, their competence, abilities, motivation to work and to achieve established goals at the center of research. Complementing each other, people add up their abilities and influence the behavior of the organization as a whole in order to increase its efficiency.
Consequently, the fundamental task in the theory of modern organization is to study the influence of individuals and groups of people on the functioning of the organization and the changes taking place in it, on ensuring effective purposeful activity and obtaining the necessary results.
Based on the foregoing, it can be confidently stated that today, in Russia, in the interests of survival and flexible response to dynamically changing market conditions, increasing sustainability and adaptive capacity in meeting consumer demand, overcoming the backlog in the development of technology and technology, in ensuring high quality of products and services provided, enterprises must purposefully carry out organizational changes. Thanks to this, inertia and stagnation in the management structures, in the existing system of connections and relations, is overcome. All this determines the relevance of this thesis.
The efficiency of enterprises depends on the quality of management decisions. Strategic and current decisions made by managers determine the level of development of the organization and the prospects for its survival.
To stay competitive, better serve customers, and keep up with technology, organizations need to implement change more often, and often more radically, than ever before. The modern organization operates in increasingly uncertain conditions. Unexpected phenomena occur very quickly, and organizations must respond quickly to them.
Organizational changes include:
in the main structure - the nature and level of business activity, legal structure, property, sources of funding, international operations and their impact, diversification, mergers;
in tasks and activities - a range of products and a set of services provided, new markets, customers and suppliers;
in the applied technology - equipment, labor tools, materials and energy, technological processes, office equipment;
in management structures and processes - internal organization, labor processes, decision-making and management processes, information systems;
in organizational culture - values, traditions, informal relations, motives and processes, leadership style;
in people - leadership and staff, their competence, motivation, behavior and efficiency in work;
in the efficiency of the organization's work - financial, economic, social and other indicators for assessing the connection of the organization with the environment, the fulfillment of its tasks and the use of new opportunities;
the prestige of the organization in business circles and in society.
For the effective management of organizational changes, certain rules have been developed that regulate the activities of managers:
· it is necessary to harmonize the methods and processes of change with the normal activities and management processes in the organization;
· management should determine in which specific activities, to what extent and in what form it should take direct part; the main criterion is the complexity of the actions performed and their importance for the organization;
· it is necessary to agree on the processes of restructuring the organization in various departments;
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The inevitability of change and the accelerating pace of change are recognized by all managers today. Harry Wilson, CEO of SladCo, says: “Russia is now developing a consumer driven economy. And the consumer - both in developed countries and in Russia - is changing very quickly. And you have to change just as fast or your business will die.”
It is the pace and unpredictability of events in the external environment that dictate the need for rapid change in the organization. Here are some of the key drivers of accelerating change.
· More Demanding Buyers - Intense competition in most areas means that buyers get better service, better quality and a wider range of products and services. The life cycles of goods and services are shrinking, and more and more new niches are appearing on the markets. To remain competitive, an organization must offer the best service, quality, and be able to create or penetrate new markets.
· Globalization - competition occurs on a worldwide scale, buyers are increasingly able to purchase any goods around the world. Goods and services move freely around the world, sources of supply have expanded significantly.
· Technology - Information technology has a major impact on how goods and services are produced, how organizations are managed and how goods and services are delivered to the market.
· Other non-information technologies also have a profound impact on products and markets. In particular, biotechnology enables the production of previously unknown products and impacts markets in unique ways.
· People are increasingly becoming a factor that differentiates an organization's products and services in the eyes of customers. The need to attract, retain and motivate workers is becoming crucial.
All of these factors create an unstable and unpredictable environment, which means that organizations are in a state of constant change. And even if things are going well and the organization is on the rise, it still needs to innovate if it wants to achieve or maintain a leading position in its field. Therefore, the renewal process is, in fact, continuous and is one of the most important objects of management.
Organizational change can be viewed from a variety of perspectives. First of all, they are planned and unplanned. The former are carried out within the framework of evolutionary development, the trends of which are well monitored, and on the basis of this, the most suitable moment for transformations is outlined in advance. Unplanned often have to be carried out spontaneously, in unexpected situations, so sometimes their process can become spontaneous, uncontrollable.
Transformations can be one-time or multi-stage, which is largely determined by their scale, available time, the internal flexibility of the organization, its ability to withstand the shock caused by change.
Changes, depending on their depth and nature, range from unchanged functioning to a complete restructuring of the organization, when its fundamental change occurs. Each type of change is due to changes occurring in the external environment, as well as strong and weaknesses the organization itself.
If changes are forced on members of the organization, they cause dissatisfaction and reduce business activity. True, it is not always possible and expedient to agree on certain issues with the performers, however, it is recommended to do this whenever possible, for example, by involving ordinary members of the organization in joint decision-making, consulting, etc.
Any transformation requires the presence of certain prerequisites that weaken the resistance of the members of the organization and ensure ultimate success.
An important prerequisite for starting any change in an organization is the fact that these changes will contribute to the development of its strategy. Michael Colenso emphasizes: “The long-term survival of an organization is based on the quality of its strategy… The goal of organizational change is to better implement organizational strategy. If the change only indirectly affects the strategy, then there are serious doubts about its necessity and usefulness.
The ideological prerequisite for renewal is the introduction into the minds of the members of the organization of the understanding that this process is a sign of the normal, healthy development of the organization, and people should be constantly ready for it. Change does not necessarily indicate that the organization is in a critical state, but they should not be carried out for their own sake, but should be for the benefit of all employees.
Another ideological prerequisite for renewal is the formation and subsequent improvement new system common values that form one of the foundations of the strength and stability of the organization. In order for the latter to be accepted by the majority of its members, their individual values must be taken into account. In this case, people will more actively strive to achieve common goals.
The third ideological prerequisite for renewal is the recognition of the uniqueness of the individual, each member of the organization and the formation in all its links of trust in the performers, the attitude towards them as the main creative force, and not just as personnel.
The fourth ideological prerequisite for renewal is to create and maintain in the organization the necessary moral and psychological climate that ensures healthy relationships between people, eliminates internal barriers, intolerance to squabbles, intrigues, and unscrupulous behavior.
An important organizational prerequisite for renewal is the presence of clear goals and strategies, the widespread involvement of ordinary performers in solving the maximum number of tasks facing the organization, including those associated with unexpected situations.
Another prerequisite of this kind is the development of an effective system of motivating employees, ensuring their interest in transformations, allowing them to simultaneously and fairly reward successes and demonstrate the attention of management towards them, ensure them wide popularity and public recognition.
The information prerequisites for updating include the formation of reliable communication channels that allow timely or proactive receipt of the necessary reliable information about the state of the internal and external environment of the organization, the results of the change process, and the mood among employees and partners.
But the main prerequisites for renewal are related to the human factor. The first of these is the involvement in this process of the entire management team and ordinary personnel of the organization, which further strengthens internal unity and raises corporate spirit.
Another prerequisite of this kind is the correct selection of employees who share and support new organizational values, their timely retraining and advanced training, which makes it possible to provide key positions with the necessary personnel.
Another "personnel" prerequisite is the guarantee of employment for all supporters, and even more so for active participants in the transformations, who are usually highly qualified specialists. At the same time, it is necessary to get rid of people who are a hindrance to change decisively, but mass layoffs are justified only in conditions of the most severe crisis.
proactive management of organizational business
2. Meaning organizational change. A Modern Approach to Change Management
Organizational change is the adoption by a company of new ideas or behaviors. The activity of the organization is a constant response to the need for changes coming from both the internal and external environment. Managing change requires directed and long-term development of both leaders and the organization. Change is not an end in itself, it is an ongoing process.
The drivers of organizational change exist both within and outside the organization. External forces are formed in all sectors of the external environment (consumers, competitors, technologies, national economy, international sphere). Internal drivers of change arise from the activities of the organization itself and the managerial decisions made in it (growth strategy, demands from workers, unions, low productivity).
Changes may relate to any aspect or factor of the company's activities, which include:
main structure. The nature and level of business activity, the legal structure, ownership, sources of financing, the nature of international operations are changing, mergers, divisions, joint ventures or projects are being created;
goals and objectives of the activity. Goal modification is necessary even for the most successful organizations, if only because the current goals have already been achieved;
applied technology. Equipment, materials and energy, technological and information processes are changing;
management processes and structures. The internal structure of the organization, the content of labor processes, decision-making processes, and information systems are changing. Structural change is one of the most common and visible forms of change in an organization. This is a real need when there are significant changes in goals or strategy;
organizational culture. Values, traditions, informal relationships, motives and processes, leadership style are changing. The most common and effective tool for changing the culture of an organization is training;
human factor. Management and subordinates are changing, their level of competence, motivation, behavior and labor efficiency;
the efficiency of the organization. The financial, economic and social aspects of its activities are changing, its business prestige is changing in the eyes of the public and business circles.
Second half of the 20th century and the beginning of the third millennium forced management professionals to take a fresh look at the organization. If traditionally all management schemes and techniques were reduced to the creation of standard approaches to solving various problems, then in the 21st century. management concepts will be connected, first of all, in order to create conditions for the development of a management methodology that will allow the company to determine the principles of activity and decision-making in such a way as to differ from its own kind. It is very difficult to be different from others, but this fact will become key in the future.
One of the approaches to solving the problem of creating unique companies involves considering the organization not as a frozen form that works according to given rules and regulations, but as a living organism, as a kind of some biological system.
The biological view of the organization allows you to capture the individuality, specificity, distinctive features one structure or another.
The biological model of business transformation involves the implementation of the following four main processes aimed at changing a number of elements of the organization:
Reframing is a change in the mind of an organization, similar to the process of growing up and developing a person. In other words, reframing is the organization's awareness of what it is, what it can achieve. Stagnation and stereotyping in the behavior of the organization prevent it from changing, tracking the new, seeing perspectives, transforming itself in accordance with new conditions.
The reframing process includes the following sub-processes:
organization mobilization;
definition of prospects;
definition of goals.
Mobilization of the organization is bringing it to combat readiness, motivating staff to perform new tasks, creating project teams and teams. Thanks to this process, by analogy with a living organism, the energy necessary to perform complex tasks is accumulated. Mobilization involves the definition of a leader, the creation of a system of information links, horizontal and vertical coordination of actions, and training of personnel for upcoming changes.
Determining perspectives involves abandoning stereotypes and an extrapolation approach. This is a kind of challenge, the definition of a new meaning for the existence of the organization, adequately perceived by all members of the organization. When determining the prospects, a specific desired state is developed that must be achieved, the aspirations and desires of various parts of the organization are determined.
Definition of goals. If a company is inspired by inspiring visions and mobilized to realize them, it is necessary to develop a system of indicators and goals that the organization must achieve. The definition of goals involves the development of higher-order goals, the establishment of links between them, the development of lower-order goals, and the linking of goals by management levels.
In other words, the process of reframing involves a kind of hardening of the body, making it perfect and invulnerable.
Restructuring is a process that concerns the body of the organization itself. The restructuring aims to achieve competitive advantage. First of all, these are changes in the style of behavior dictated by the external environment, this is a kind of bringing the external appearance in line with the situation. This process is similar to the behavior of any biological organism. If a person participates, for example, in a picnic, then he behaves differently than at a diplomatic reception, i.e. these two activities require different behaviors from him. Or, for example, a chameleon that changes its color depending on the color of its environment. Restructuring involves quick decisions and results. At the same time, there are certain difficulties associated with changes in the organizational structure, company culture, possible downsizing and layoffs, dissatisfaction and resistance of the staff. Changes in the body (or the success of restructuring) largely depend on the coordinated adaptation to the environment and changes in the psychology (spirit) of the organization.
Restructuring includes the development of an economic model of the organization, which implies the separation of all the company's businesses into independent units and the management of an economic portfolio, the construction of value chains, the distribution of resources by type of activity.
Secondly, the restructuring process requires streamlining the infrastructure, which involves the formulation of an operational strategy, the development of a network strategy and a strategy for attracting resources, and the coordination of the activities of departments.
The third element of restructuring - the redesign of production processes or the development of new technologies - consists in improving individual technological operations, coordinating the sequence of individual operations, establishing a connection between the created processes and the external environment.
Drawing an analogy between an organization and a living organism, we can say that the construction of an economic model is the creation of a kind of cardiovascular system of an organization, an ordered infrastructure is a skeleton, and redesigned production processes- enlarged and strengthened muscles.
revival - it is the development of the organization along with the development of the environment. Of the four processes, revitalization is the most significant factor, and it clearly defines the boundary between organizational transformation and simply growth or contraction. The same thing happens in wildlife: bears hibernate in winter, most trees shed their leaves, people suffer from a lack of vitamins and make up for it artificially. In the spring, reverse processes can be observed.
Recovery involves growth, so it is extremely important, firstly, to concentrate the organization's activities on meeting the needs of the market, therefore, it is necessary to determine the expected value of the product for the consumer, segment the market, and create an optimal system for delivering products to the buyer.
The second sub-process in revitalization is the creation of new types of business. To do this, it is necessary to maintain and strengthen key success factors, find allies and enter into an alliance with them, master the technique of mergers and acquisitions.
The third process in revitalization is the introduction of modern information technologies which involves the selection of an adequate technological base, the integration of internal business processes based on these technologies, reengineering, the development of information networks, and the determination of the optimal business scale.
Thus, revival can be compared with a change in human organs, through which the perception of the reality around us is carried out.
Renewal is associated with the acquisition by company employees of new skills and knowledge, which allows the organization to regenerate. Renewal is the most subtle and difficult process, since it is associated with a change in the basic values of a person. As for biological organisms, for example, the results of surgical intervention (plastic surgery, organ transplantation, etc.) will be an update for them.
The three sub-processes of updating are to develop a performance appraisal system, ensure individual development and development of the organization itself.
As part of the development of a system for evaluating the results of work, three main tasks are solved:
c) alignment of the remuneration system with the objectives of the organization;
- extending the scope of the reward system beyond the organization;
) giving employees the right to determine the form of their remuneration.
Individual development implies the leader's desire to develop the creative potential of subordinates, the development of large-scale training and retraining programs, ensuring the balance of demand and supply of qualified personnel in various parts of the organization.
The four tasks of organizational development are to design the company, ensure a team approach to management, ensure the organization's self-learning, achieve unity of corporate goals and the interests of personnel.
The implementation of everything connected with renewal presupposes the transition of consciousness to a higher quality level.
Thus, the modern approach to managing an organization involves not so much the improvement (treatment) of individual organs as a comprehensive medical care aimed at creating a healthy body that is not susceptible to infections.
Considering together the features of the modern approach to managing an organization, we can conclude that, in essence, these are actions that ensure its sustainable development in the long term by creating and strengthening competitive advantages
Typology of changes in the organization - proactive and reactive nature
Regardless of the type of change and the method of its implementation, they require control and management.
In a general sense, organizational change refers to management's decision to change one or more internal variables for the organization's goals, structure, objectives, technology, and people. In making such decisions, management must be proactive or reactive, i.e. either be active on its own, or respond to the demands of the situation. A change that is made to correct an error detected by the control system is a typical reactive action. An action taken to respond to an opportunity provided by the environment, even if there is no actual problem yet, would be a proactive action.
Considering the change in this variable, the manager must remember that all variables are interconnected. Changing one variable will inevitably affect others. Numerous studies have shown that innovation programs that focus on only one variable are not as effective as those that focus on multiple variables simultaneously.
The difference between reactive and proactive problem management is clear from the name. The purpose of the first is to respond to incidents and prevent their recurrence. The purpose of the second is to prevent their occurrence.
Proactive problem management aims to prevent incidents.
Reactive companies show their activity as a reaction to certain phenomena of an external and internal nature (impact). This is a valuable quality of the entire living world, allowing its representatives to fight for existence.
However, people and companies, as communities of people, are capable of proactive behavior that predicts (as a result of observations, measurements, analysis) possible impacts and influences them and themselves, anticipating them.
The prefix "pro-" most often means striving forward (with the exception of profanity): progress, prologue, clearance, etc.
Characteristics of a proactive company:
clear desire to develop
clear long-term goal
mission explaining its role in economic community
vision, values and guiding principles that guide its internal processes and environment
a positive attitude towards the world, people, including their staff
flexible system management, focused on long-term life, the health of the company, the growth of key indicators, activities and value of the company
freedom of choice and corporate will
suffering, unwillingness to put up with negative phenomena
ability to self-study, self-knowledge, self-learning
corporate aggregate energy
a corporate environment focused on self-exploration, self-discovery and change support
knowledge of the methods of theory and practice of transformations
the presence of a transformation strategy.
When considering the transformation of a "regular" company into a proactive one, 5 aspects are considered:
) the biological model of the company as a kind of population;
) social model of the company;
) economic model;
) emotional-psychological model;
) energy model;
Any organization consisting of people has the properties of a living being, including the ability to grow and develop.
At the same time, growth and development are under the influence of two main forces - acceleration and deceleration (accelerators and decelerators).
The presence of change retarders (these are not always people) is usually ignored by reformers, often irritating them, although the presence of retarders is vital, and the bearers of slowdown processes should be perceived with an understanding of their role, which ensures the balance of change.
The main property of a proactive company in the economic sphere is the clarification of the complicity of all employees in the business, regardless of whether they are shareholders, managers, employees, workers.
Each employee must have clarity in understanding the goals of the business, his personal role and his remuneration.
The economic side of a proactive company is manifested in:
participation of employees in business planning and goal setting;
creating a system of remuneration and material incentives that transparently shows the sources of earnings and their relationship with business results and related risks.
Bibliography
1.Shane E. Organizational culture and leadership Construction, evolution, improvement. - St. Petersburg: Peter, 2006.
.Organizational Behavior: A Textbook for High Schools / Edited by G.R. Latfullina, O.N. Thunderous. - St. Petersburg: Peter, 2006. - 432 p.: ill. - (Series "Textbook for universities").
.Lutens F. Organizational behavior. - M.: INFRA-M, 2009.
.Pavlova A.V. Patterns of changes in the organization. - Bulletin of the Samara State University, special issue "Economics", 2010
.Jeanie Danielle Duck Monster of change. Reasons for success and failure of organizational reforms - M.: Alpina Publisher, 2003. - 320 p.
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All organizations operate in a variable external environment of the organization.
Each organization develops cyclically, which is accompanied by changes in all elements of the organization system. Since the internal and external environment of the functioning of the organization, communication systems, organizational capabilities are changing, it is necessary to find such methods for managing changes and the development of the organization that would increase the efficiency of activities.
In the course of the functioning of the organization, under the influence of numerous environmental factors, there is a discrepancy between the existing organizational structure and real needs. Organizational inconsistencies in such cases become the domain of organizational change management. Organizational change refers to any change in one or more elements of an organization. Changes can relate to any element of the organization's process (level of specialization; methods of grouping; range of control; distribution of powers; coordination mechanisms). It should be noted that changes in any one unit of the organization, as a rule, affect other units and the organization as a whole. The reasons that cause the need for change are divided into two groups: external and internal. External - associated with the general and specific environment of the functioning of the organization, or rather - with changes in the components of this environment:
In the economic situation;
In state regulation;
In the technological component;
In international aspects;
In socio-cultural components, etc.
A stronger influence on the need for organizational change is exerted by factors of a specific environment:
Competitors;
Consumers;
Suppliers.
Internal changes occur as a result of management decisions, with a change in one or more factors of the internal environment of the organization: goals, structure, tasks, technologies, in the human factor.
All internal factors are interconnected.
Goals: For the survival of the organization, management must periodically evaluate and change the goals of the organization in accordance with changes in the external or internal environment of the organization.
Radical changes in goals will necessitate changes in all factors of the internal environment.
Structure: Structural changes in the organization refer to changes in the system of distribution of powers and responsibilities, in coordination and integration mechanisms, division into departments, management hierarchy, committees, and in the level of centralization.
Structural change is the most common form of change in an organization. These changes occur as a consequence of changes in the goals and strategies of the organization.
Changes in the structure - when new divisions are formed, they require changes in functional divisions.
Structural changes affect the human factor in the organization - new people may appear, the system of subordination may change.
People may resist structural change because it can disrupt social relationships and the exercise of habitual forms of power.
Structural changes can affect technologies.
Technologies and tasks: - these are changes in the process and schedule for performing tasks, installing new equipment, changing labor standards, the nature of work.
Technological change can break social bonds, cause resistance.
People: changes in people imply changes in capabilities, behaviors. Changes in people may include technical training, preparation for interpersonal or group communication, motivation, leadership, assessment of the quality of work performance, advanced training of managers, the formation of groups, the implementation of programs to increase job satisfaction, improving the quality of working life.
The leader should not hope that objectively favorable changes will be favorably received by subordinates. In order to successfully bring about changes in people themselves, they must be coordinated with other changes.
For example: a manager has improved his skills in strategic management at the expense of the organization, but he is not involved before solving strategic problems.
When carrying out changes in the organization, measures that, in our opinion, should be carried out in the following stages, can lead to success:
Stage 1. Awareness by management of the need for changes in the organization, as a result of the analysis of external and internal factors, and the motivation for change.
External factors: increased competition, changes in the economy, in legislation - can put pressure on the organization, requiring appropriate changes.
Internal factors: a decrease in labor productivity, an increase in costs, staff turnover, the presence of dysfunctional conflicts, etc., prompting the management of the organization to realize the need for change.
Stage 2. Awareness by management of the true reasons for the necessary changes, reorientation of attention. At this stage, management must be ready to accept new points of view.
Stage 3. Diagnosis of the problem situation.
The problematic situation is the need for change. To diagnose a problem situation, it is necessary to collect Information from all levels of management, and then limit the scope of the problem, which will help identify specific problems.
Stage 4. Finding a new solution and determining the responsibilities for the implementation of this solution. At this stage, applying old solutions to new problems should be avoided.
Stage 5. Experiment with the new solution and discover the results. Through experimentation and discovery negative consequences management will be able to adjust change plans to achieve higher efficiency.
Stage 6. Perception of changes by employees of the organization. It is necessary to motivate the employees of the organization so that they accept the introduced changes, consider them beneficial both for the organization and for them personally.
Possible means of motivation in this case can be: praise, recognition, promotion, higher pay for higher performance, involvement in the implementation of changes in the organization.
An important aspect of bringing about change in an organization is the use of the participation of the people in the organization.
Changes in the organization are introduced at the top levels of management. The practice of modern organizations shows that it is not necessary to involve all employees in carrying out changes in the organization. However, there are several ways in which it is effective to involve other workers in the implementation of changes.
1. The distribution of powers involves high level participation of employees in decision-making regarding changes. Managers and subordinates jointly determine the necessary changes, develop alternative approaches to their implementation and recommend actions that need to be implemented.
2. Unilateral actions. This way of effecting change involves the use of legitimate authority. Its essence lies in the fact that changes in the organization are introduced by top management and sent to lower levels through formal channels of information transfer from top to bottom. It is advisable to introduce this method in organizations where employees perceive legitimate authority and minimally claim to participate in management, for example, in military organizations.
3. Delegation of powers. This way of bringing about change in an organization is consistent with the liberal style of leadership. Top-level management provides subordinates with information about the necessary changes, and then delegates authority, correcting actions and their implementation.
The disadvantage of this method is the slow response to changes. In addition, the quality of the solution may be influenced by groupthink, and subordinates may not have enough experience to solve the problems posed in the interests of the organization as a whole.
4. Overcoming resistance to change. Any changes in traditional methods create resistance among all people who are affected by these changes, both among leaders and subordinates. To avoid the problem of resistance to change, it is necessary to establish their causes.
One of the main causes of resistance to change is uncertainty, when people do not know the consequences of changes, but understand that this may threaten their security. That is why, they react, consciously or unconsciously, by demonstrating a negative attitude towards change and displaying dysfunctional behavior during the period of change.
The reason for resistance to change may be anticipation that change will lead to personal losses, i.e. to less satisfaction of a need. Therefore, resistance is manifested not to technologies, but to changes in social - human relations, in possible changes in authority, formal or informal power, access to information, etc.
Resistance to change may be due to beliefs that are necessary to organize change, or desires that are too complex for the organization.
Experts believe that the best time to overcome resistance to change - this is the period of preparation for the implementation of changes [10, 18, 36, 56, 62, 71, 82]. Therefore, we consider it necessary to consider the following methods for overcoming resistance to change, as presented in Table 2.1.
An analysis of the methods presented in Table 2.1 allows us to conclude that it is advisable to overcome resistance to change according to the situation.
The organization should be interested in developing the personal abilities of the leaders of various levels of management, including foremen, middle managers and performers. The development and implementation of programs aimed at improving management efficiency is the main task of the Human Resources Department.
The development of a managerial reserve should be planned, conducted and evaluated based on the goals of the organization and the needs of each manager.
The Personal Attributes List is a specialized extended form of a skills list for managers that, in addition to basic types of information, typically includes a brief assessment of past performance and potential for future advancement.
The list of personal qualities can be used when filling vacancies that are vacated unexpectedly, as well as when planning the needs of individual development of managers. Numerous methods have been proposed for use in assessing the development needs of managers in any organization: customer reports and questionnaires.
Each manager's performance ratings can be examined to identify areas for improvement. The presence of problematic situations in the work of a manager can also signal the need for individual development. Planned promotions or reassignments also often indicate a need for development.
As noted above, development goals can be defined within three broad areas: educational, organizational and departmental, and individual and personal.
The training objectives could include objectives regarding the number of trainees, training time, cost per trainee, time required for trainees to reach standard level of knowledge, etc. In addition, curricular objectives also include objectives that are necessary to determine the principles, facts and concepts that should be studied in management development programs.
Table 2.1. Methods for overcoming resistance to change
|
The essence of the method |
Application features |
Positive aspects |
Negative sides |
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|
Open discussion of ideas and activities regarding future changes in the organization even before they start |
Can help get people to agree to change if they are persuaded |
Takes a lot of time if a large number of people are involved in this process |
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|
Involving subordinates in decision-making regarding changes |
Can help people recognize the need for change and the need to contribute to change |
Time consuming and can lead to errors in implementing change |
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|
Facilitate and support pu- |
Is the optimal tact- |
Can take a lot of time, |
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|
hom professional development of performers, etc. |
when the cause of resistance to change is fear of personal problems |
coy to solve personal problems |
poro costs And may not help |
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|
Negotiations to secure consent to change provide that consent to change can be obtained by providing financial incentives |
Can be a relatively easy way to get rid of the main resistance |
In most cases, this method is quite costly and contributes to the appearance of wariness among many employees to reach agreement in negotiations. |
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|
Co-optation - identifying a person who can exercise resistance to change and play a leading role in deciding on changes in their implementation |
May help find support for change (but less than employee participation in decision making about change) |
Can create problems if people recognize co-optation |
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|
Maneuvering to reduce resistance to change means selectively using information or setting a clear schedule of activities and activities that will produce the desired impact on subordinates. |
Can be a relatively fast and inexpensive solution to resistance to change |
Initiators may lose some confidence in themselves, and other problems may also arise. |
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|
Coercion is a prerequisite for deprivation of work, promotion, |
Can quickly overcome any kind of resistance to change |
A risky method, because it can create in people have a negative attitude towards |
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|
professional development, salary increase or appointment to another position |
change agents |
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Organizational and departmental goals related to the impact the programs will have on organizational AND departmental outcomes such as absenteeism, workforce turnover, safety and conflict rates, etc.
Individual AND personal growth goals are related to the influence on the behavior and attitude of the individual. They may also be related to the impact on the personal growth of individuals involved in the programs. After the company's needs have been assessed and goals have been stated, management development programs should be implemented.
Considerable attention should be paid to the tactics of introducing changes, which can take three forms: coercion; belief; attraction.
Each organization is a collection of individuals and various groups with their own goals and interests. The most influential groups are: shareholders, trade unions, managers, employees. In addition, the activities of the organization are influenced by customers, local authorities drop, creditors, etc. When making any decision about changes, it should be taken into account that they are associated with an increase in costs, and sometimes with a deterioration in production results. This, in turn, can serve the interests of different groups.
"There were times when thought, that organizational development management is an automatic process that does not require great attention. It was believed that the normal functioning of the industrial organization would help to best rise to the top, where it would be visible what could be built on if necessary ... Since the Second World War, we have seen an unprecedented increase in organizational development programs and in concrete transformations throughout the West . It is rare today to find a large company or even a medium-sized company that did not have a formal program and staff to manage it.
An organization with a dynamic system, it is constantly and continuously changing. And all its components change accordingly: control and managed systems, technologies, equipment, professional, qualification and age composition of employees, organizational management structures, goals, products, etc. All changes are interconnected and, as a rule, are carried out with the participation of employees of the organization. It is the changes that cause the need for innovations, which often lead to:
Changes in the goals of the organization;
Changes in the organizational structure of management (distribution of powers, responsibilities, division into departments, services, divisions, committees, etc.);
Changes in technology, technological processes, product designs;
Modifications (changes) in the capabilities or behavior of workers (preparation for communication, relocation officials, professional development, group formation, etc.);
Changes in the management of production and economic activities (schedules for the movement of parts, sequence of operations, etc.; geography of product sales; functioning of departments and services; product advertising, etc.).
The famous American economist Chester-Irving Bernard (1886-1961) argues that before implementing certain organizational changes, it is advisable:
Make a balanced choice of managerial levers in order to ensure the necessary impact on subordinates involved in the changes;
Take into account the structure and volume of expenses that are due to changes, and the likelihood of their full payback;
Take into account the time factor;
Direct changes in the direction of improving the efficiency of the organization.
It should be noted that organizational changes are one of the most important objects of management.
Organizational changes - a set of changes in the organization that determine the implementation of innovations and can occur in the following areas: changes in the goals of the organization, structure, technology, technological processes, product designs, management of production and economic activities.
Actually, organizational change management is a specific function of management. Therefore, the technology for managing them is implemented through the general functions of management, covering the following stages:
1. Planning for organizational change.
2. Organization of teams of workers and individual performers - participants in organizational changes.
3. Motivation of employees - participants in organizational changes.
4. Monitoring the results of organizational changes.
5. Regulation of deviations, failures, etc., identified in the process of organizational change.
For example, the introduction of a new technological process production of a product at the enterprise will be accompanied by the implementation of certain types of management activities.
1. Development of a technological plan for the manufacture of a product. It must provide for a certain set of technological operations, techniques, etc.
Each operation is assigned equipment, tools, technological and organizational equipment, vehicles for moving objects of labor, personnel for servicing workplaces (repairmen, electricians, etc.); requirements are formed for the main workers who will perform technological operations, etc. In this case, the economic justification for changing the technological process is of great importance.
2. Organization of the introduction of a new technological process for manufacturing a product. Technologists, mechanics, craftsmen production area in accordance prepare jobs, provide them essential tool, fixtures, equipment, etc.; select performers (main AND auxiliary workers) of appropriate qualification; make adjustments to the overall scheme of production processes.
3. Development of a system for motivating employees involved in the introduction of a new technological process. The specific results of motivation should be provisions on the use of additional payments, allowances, bonuses for the implementation of a new technological plan, etc.
4. Ensuring clear and consistent control over technological changes. It should be carried out in the form of preliminary, current and final control. At the initial stage of introducing a new technological process, preliminary control should ensure that the conditions created (selection of equipment, tools, workers, etc.) correspond to the technological plan. Based on the current control, the conformity of the manufacturing process of the product with the requirements of the technology is established. The final control consists in evaluating the results of technological changes according to certain criteria (reducing the labor intensity of work, saving electricity, reducing equipment costs, etc.).
5. Overcoming deviations, breakdowns, stops in the process of technological changes. Typical deviations are equipment shutdown due to power outages, defects, non-compliance of tools with the requirements of the technological process, poor maintenance of workplaces with repairs, equipment, workpieces, etc. In the process of regulation, all deviations and shortcomings are eliminated, the technological plan is refined, organization processes are optimized, motivational mechanisms are improved, etc.
Most of the world's leading firms actively use evidence-based recommendations, standards, and mechanisms to ensure effective management of organizational change.
One of the most common is the planned model of the process of organizational change, developed by the American scientist L. Greiner. The six stages of the model characterize, on the one hand, the influence on the management of the organization, on the other hand, the reaction of the governing structures to this influence and the development of a certain counteraction. At the same time, the prerequisite for changes is the involvement of all employees in management.
According to the model of L. Greiner, there are three ways to distribute power between different levels of the organization when implementing organizational changes:
1. Separation of powers - provides for the joint participation of managers and subordinates in determining the necessary changes, developing alternative approaches.
2. Unilateral action - based on the use of legitimate authority to bring about change. These issues are the responsibility of the top management of the organization.
3. Delegation of authority - senior management on a liberal basis communicates to subordinates information about the necessary changes, and then delegates authority to implement corrective actions.
It is quite natural that in every organization there is a certain resistance to change, caused by:
The uncertainty of the situation;
The likelihood of conflict situations;
The possibility of personal loss;
Confidence that changes will not bring anything good;
Expecting negative consequences, etc.
The manager must have information not only about which of the employees resists changes in the organization, but also to find out for what reasons they take such a position. Knowing the reasons that gave rise to resistance to change, the arguments expressed in this case, is the most important prerequisite for overcoming it. To overcome resistance to change, the following measures are used:
Open discussion of ideas (individual conversations, presentations to the team, holding conferences, symposiums, seminars, etc.);
Involving subordinates in making managerial decisions;
Support for employees (emotional, material, professional, etc.) who are active participants in the processes associated with changes;
Negotiations regarding the introduction of new products;
Reasoned explanation of the predicted benefits from the implementation of changes;
Promotion of individual employees to higher positions;
Delegation of the person, who can show the greatest resistance to change, the leading role in making decisions about innovations;
Maneuvering to obtain consent to change;
Primus due to the threat of dismissal from work, blocking career growth, salary increases, etc.);
Creation of a mechanism to stimulate employees for innovations;
Reorganization of the management structure.
The implementation of organizational changes in order to ensure the development of the organization is, as a rule, a long, laborious and stressful process. As the American scientist Harrison Emerson (1853-1931) notes, "even if the reformer in the enterprise is endowed with the highest power, it is still not easy for him to overcome the huge resistance of false ideals, utopian norms and long-term practical skills of his subordinates" . Therefore, for the successful implementation of organizational changes and development, it is advisable to ensure the transparency of information and use an extensive system of material and moral incentives.
organizational development is a long-term effort to improve problem-solving processes and rejuvenate the organization through change through more effective co-management, using cultural postulates, applied behavioral science theory and technology, and action research.
The process of problem solving and renewal in the organization is determined by the influence of factors of the internal and external environment. Culture is characterized by norms of behavior, feelings, relations between employees, understanding of values. The joint regulation of culture consists in the managerial influence on its most important parameters. Formal working groups are the main objects of activity in the process of organizational development. The agent of change is an external consultant. Action research consists of diagnosing the state of the organization, making decisions to establish specific plans, actions, their implementation and evaluation.
The considered sequence has a cyclic character.
Topic 4 ESSENCE OF THE PROCESS OF ORGANIZATIONAL CHANGE MANAGEMENT IN THE ENTERPRISE
The study of the problem of "management of organizational changes in industrial enterprises" is a study of fundamentally important patterns of economic reality. The study of industrial enterprises as socio-economic systems requires the development of a list of scientifically or empirically substantiated rules that oblige to take into account the sequence, content, differentiation and methods of rational performance of work on the artificial creation of complex organizations and their management, which are called the principles of organization and management.
A principle as a category is a norm, a rule, a form of combination of actions that require the fulfillment of one or another scientific pattern. The set of principles is the general rules in nature and society, which as a whole create a mechanism for the application of certain laws. Success in solving any problem depends on the validity of the structure and content of the set of principles, incl. problems of management of organizational changes.
Each level of organizational change management has its own models, methods, stages, conditions and components of the process, on which the effectiveness of changes depends. Therefore, for each industrial enterprise, one of the goals of organizational change management is right choice these components in accordance with the current or predicted factors of the external and internal environment of the organization.
Consequently, organizational change is a complex, diverse phenomenon that needs to be investigated in different aspects. In practice, certain approaches have been formed and certain patterns have been identified in the preparation and implementation of the process of organizational change in order to increase its effectiveness. It is necessary to formulate the main features of the process of managing organizational changes in enterprises, systematize them and develop theoretical principles for the preparation, planning and implementation of organizational changes in production systems, which will improve the efficiency of the system.
To develop general principles for the effective management of organizational changes in industrial enterprises, it is proposed to formulate the main features of the process of organizational changes occurring in production systems (PS).
The main features of this process, in our opinion, are the following.
Continuity of change
The process of organizational change is a temporal sequence of ongoing changes recorded by comparing and evaluating the highlighted, analyzed and compared previous and subsequent states of the system. Because the processes of organizational change are carried out continuously in a visible or hidden form, purposefully or through self-development, this does not allow them to be correctly identified in dynamics. Therefore, the identification and classification of organizational changes are carried out conditionally by assessing the three states of the system: past, actual and future. The dual nature of organizational change leads to contradictions in the development and implementation of an organizational change program. Organizational changes identified by managers accurately reflect only the trends of the transformation process and one of its latest states. It leads to the need for continuous forecasting, planning a set of organizational actions under conditions of uncertainty, which greatly complicates the solution of practical management problems, and the more dynamic and radical the changes taking place in the system, the more difficult it is to manage this process.
Duality of change
If changes in a production system are continuous, then it is constantly moving from one state to another, and this new state may not necessarily be better than the original one. This phenomenon contains the main criterion of any change management: change is not yet a value, because it can give a negative qualitative effect, although from a quantitative point of view it can be assessed with a positive sign. Therefore, in the process of change, there are always issues of measuring and evaluating the effectiveness of changes. Results measurement and control systems should provide an assessment of the extent to which the organization's strategic objectives have been achieved.
Cyclicity of changes
Organizational change is a cyclical process. It reflects the transition from an inefficient state production system more efficient and vice versa. Organizational change simultaneously contains three forms of energy that determine the state of the production system at each moment: a creative-chaotic state in the form of innovation, a dynamic state in the form of progress in the development of the system, a stable - immobile state - in the form of system conservatism. The initial state of the production system is conservative. The transition to another state is carried out under the pressure of external or internal factors that cause the need for changes. So change management, in our opinion, means developing the ability of the production system in each cycle to start from scratch, with an analysis of changed conditions and opportunities and be ready for changes, for acquiring new knowledge.
Consistency of changes
Every organizational change occurs under the influence of external and (or) internal impulses. But there is always a defining central element of the system that generates these impulses. In a normal production system, this element is the leadership of the organization. It forms a culture of change in the organization, coordinates them, provides the opportunity and coordination of all elements of the production system to "change together" with the greatest systemic efficiency. If the system balance is disturbed by the influence of other elements, then the system may be destroyed, its degenerative or ineffective change. The intensity, directions and forms of organizational change should correspond to the size and growth rate of the organization.
Therefore, in the management of organizational changes, the top management should play the greatest role, which outlines goals, strategies, programs for organizational changes, provides the necessary direction for systemic development with the greatest efficiency, timely eliminating or compensating for emerging deviations in the development of individual elements.
Direction of change
Production systems always have a vector of development, regardless of whether the manager is aware of it or not. It can and should change according to the stage life cycle organization and the stage of development towards which it is moving. Changes should be directed towards achieving the goals of the system. Otherwise, they become random and do not bring results. Changes are carried out primarily in those areas that provide a solution to priority problems. This allows you to get the most tangible results and convinces the team of the need for further changes. So managers need to purposefully choose the vector of development and manage it effectively, choosing at each moment the necessary factors of influence on the elements of the system, determining their optimal connection with each other, the necessary communications to achieve maximum results at the lowest cost, while observing the laws of maintaining the viability of the production system.
Natural sequence and stages of changes
Organizational changes should be consistent with the stages of the organization's life cycle. When carrying out organizational changes in production systems, it is necessary to observe the natural sequence of stages and stages of change. Attempts to skip or jump over any stage can lead to the choice of the wrong directions of development, to social turbulence, to organizational pathology, to the destruction of the system. So one of the most important principles of organizational change management should be the principle of the natural sequence of changes.
Selective focus of management at each stage of organizational change
At each stage of development, it is necessary to identify and selectively motivate the growth points of the organization. Growth points are local associations, groups of employees, subcultures that determine each stage of the organizational development of the production system, its vector in the market space and successively replacing each other in time.
Therefore, the main condition for the effective management of organizational changes in production systems is the selective management of the motivation of the growth points of the organization that are relevant for a given stage of development, the disclosure of their potential, which can greatly increase the efficiency of the entire process of change.
It is necessary to combine the interests of high-potential employees with the interests of the organization. Failure to fulfill the role of "organizers of change" leads them to an internal crisis, the loss of the ability to work in the organization, to the blocking of organizational changes planned by others.
The "hidden" potential of organizational change
To maintain the chosen trajectory of the development of the production system, it is constantly necessary to maintain a balance in the development of the elements of the system. However, the balance of elements can be maintained up to a certain point. As soon as large qualitative differences appear between the elements, the system gradually goes out of balance, a new wave of changes is born. Thus, in any production system there is a huge potential for development, but it is often hidden. New impulses of change in the system can be initiated by any element of the production system. Also, any element can introduce destabilization or inhibition in the process of organizational change. So one of the main tasks of organizational change management is to assess the development potential of the elements of the production system and its consistent unlocking at the right time for the effective development of the system as a whole.
Uniqueness of changes for different systems
Organizational changes are subject to system-wide principles of functioning. But for each production system, at any given time, there is a completely individual set of external and internal factors that initiate their own unique set of limitations and opportunities. Therefore, there are no standard or exemplary change programs. Every organization needs the right change at the right time and in the right place.
Adequacy of organizational changes to changes in the external environment
The external environment is one of the most effective catalysts for organizational change in the production system. This process is influenced by a huge number of factors, and they change at such a speed that the final direction of the organization's development vector is often very variable. The external environment turns from laminar to turbulent and acquires new properties: heterogeneity, instability, uneven time flows, unpredictability. Therefore, when managing organizational change in such an environment, it is practically impossible for managers to single out “zones of confident management.” To solve problems in such an environment, new management methods are also required. In a turbulent environment, effective management must have a dynamic character that corresponds to the environment..
4.2 Principles for effective organizational change management
Based on the foregoing, we can formulate the following general principles for effective management of organizational change. .
· Continuity of forecasting, planning and implementation of the process of organizational change.
· Objectivity and consistency in measuring and evaluating the effectiveness of organizational changes.
· Continuous support of cyclicity and readiness of PS for changes.
· Allocation of the top manager as a leading element in the management of organizational changes.
· Purposeful choice and effective management of the PS development vector.
· The natural sequence of steps in the process of organizational change.
· Selective management of motivation points of PS growth at each stage of organizational change.
· Continuous assessment of the potential for the development of the elements of the PS and management of its balance.
· Timely unblocking of the "hidden" potential for the development of individual elements at the right time to increase the effectiveness of organizational changes.
· The uniqueness of the organizational change program for different systems: the right changes at the right time, in the right place for each PS - the main principle of organizational change management.
· Adequacy of organizational changes to changes in the external environment of the PS. The enterprise must have information about the current state and forecasts of the market situation and be guided by it in the decision-making process.
· Correspondence of organizational changes to the size, growth rates and stages of the life cycle of the PS.
· Limited number of cycles of organizational change. The limitation of the number of production and distribution cycles between the restructuring of the organizational structure for the enterprise has been empirically established.
· Accounting for the time factor when making changes. Organizational changes must occur sequentially, more often evolutionarily, at such a speed that it is possible to adapt to changes, employees have time to develop new skills.
· Creation of conditions for collective awareness of the need for changes and informing more employees in the organization about them.
Detailing changes. Planning for an organizational change project must begin with fast-moving change objects. Employees need to be constantly informed about the results. The results achieved on these objects are a guarantee of the future successful completion of the project, there is a mobilization of the appropriate capacity to address the major challenges of change.
· Formation of a single coalition of leaders and managers who would develop ideas and strategies, as well as perform the work of managing the change process.
· Creation of teams of employees and provision of conditions for their effective activity. Teams serve as a source of additional internal energy throughout the organization in the process of organizational change to fulfill current tasks and accumulate potential for the future. Through them, it is possible to involve more employees in the process of change, use their ideas, take into account needs, more effectively inform and inspire employees with changes, reduce their dissatisfaction with the change process and resistance to it.
· Consolidation in the culture of the enterprise of new approaches, rules and methods of action provided for in the course of changes.
· Creation of feedback loops when developing the project of organizational changes. The process nature of organizational change is expressed by the creation of feedback between the stages of the iterative process. Organizational change means that the enterprise develops consistently, gradually achieving a balance between different circles of interests. But at each stage, it is necessary to evaluate and measure the degree of achievement of the set goals, the management to analyze these results, maintain or change the vector of the organization's movement. This requires feedback.
· Responsibility for development results. The enterprise should feel its social and institutional responsibility in relation to all internal, external production participants and investors, avoid making decisions that violate the rights of employees, consumers, shareholders, and also contradict the interests of the state.
Thus, organizational changes affect a large number of interdependent parameters of the production system and occur under conditions of various types of reactions of the external environment and the internal environment of the organization. Therefore, effective management of organizational change is a very difficult task for managers.
In addition to the general principles of effective management of organizational change, we can distinguish, in our opinion, the following principles of management of organizational change at various levels of environmental impact.
1. The interaction of the system with the external environment consists in the exchange of a certain amount of resources needed by the system for life support.
2. When the production system is exposed to unfavorable external influences the system incurs two types of losses: a progressive decline in profits from core activities; the costs of stopping the decline in profits and ensuring its further increase. The effectiveness of the management of the production system is to minimize the amount of these losses.
3. The external environment has three types of impact on the production system:
1) determines the possibilities and conditions for achieving the goals of the system;
2) determines the possibilities of obtaining the necessary resources;
3) determines the restrictions on the functioning of the system;
Changing the parameters of the external environment leads to responses from the production system, that is, to a response
4. The impact of the external environment on the production system is characterized by great variability, both in terms of individual parameters and in general in terms of composition. Therefore, the production system faces the task of quickly and adequately responding to various environmental changes. Its responses must be coordinated in terms of speed with the external influences that cause them.
5. In order for the response to be effective in order to ensure the normal functioning and integrity of the system, the production system must have appropriate flexibility in the structure and development of the control system with memory and speed sufficient to store and timely select the appropriate type of reaction or develop a new one, if any. impact has not been observed in the past.
6. Possible goals of the response of the production system are to extinguish the perturbation of the external environment and adapt the production system to external conditions.
7. The objectives of the response aimed at improving the comfort of the environment include the following organizational changes: the organization of external institutions loyal to the system, alliances, coalitions that increase the "organization of the environment", the acquisition of monopoly positions, mergers and acquisitions, the creation of damping reserves of resources.
8. The goals of the response aimed at adapting the system to external conditions include: reducing the complexity of the environment, its uncertainty, bringing the system's response rate into line with the rate of change in the external environment, adapting the system's goals to it.
9. Reducing the complexity of the external environment is achieved by reducing links with it, reducing the number of controlled features. The complication of the environment also requires decentralization of the structure.
10. Reducing the uncertainty of the external environment is carried out by increasing the proportion of permanent connections and the degree of awareness of the signs. The stability of the external environment leads to the bureaucratization of the organization.
11. Bringing the speed of system response in line with the environment is carried out by creating a more flexible structure of the system and diversifying its reactions.
12. Adaptation of the goals of the system to the external environment is carried out by changing the strategy of the system or transferring activities to a less aggressive environment.
13. The diversity of an organization's markets leads to a division of its structure into market-oriented organizational units.
14. The type of reaction of the system must correspond to the type of influence of the environment. There are the following types of reactions of the production system: production, competitive, innovative, entrepreneurial, administrative. The specific type and time of reaction of various production systems to a threat are different, it is required to choose a type of reaction that would minimize system losses.
15. An organization with a differentiated market environment to reduce the uncertainty of information should segment the external environment into separate markets (if possible) and assign control over each to separate divisions. So it minimizes the need to coordinate decision-making regarding different organizational units.
16. No organization exists in an evenly dynamic, complex, diverse or hostile environment. The organization is forced to respond to the disproportion of the environment by differentiating the structure. Disparities in the environment encourage the organization to selectively decentralize into differentiated work groups.
17. In a catastrophic (extremely hostile) environment, the very survival of the organization is in question. Since responsiveness becomes a critical factor, centralization and decision-making by the manager are required.
18. The choice of the optimal behavior to achieve maximum cost-effectiveness depends on the level of environmental dynamics. The differences between active, reactive, and planned behavior lie in the sequence in which managerial decisions are made. With today's high level of dynamics of the external environment, the incremental style of behavior of production systems is becoming increasingly important.
19. The process of organizational change should be directed in modern conditions to improve the "open" model of the organization, be customer-oriented, carried out not so much when necessary, but in order to establish highly effective, high-quality work of personnel that brings people satisfaction, and for the development of international markets.
20. The process of organizational development of the production system is closely related to the changes taking place in the external environment. It is continuous, cyclical and is usually associated with the emergence of new technologies and new products or the development of new markets, i.e. driven by various innovations.
21. The goal of managing the organizational development of production systems is to develop such control actions in which the state of organizational development corresponds to the level of environmental impact and is acceptable for the decision maker in terms of system performance criteria that are achievable in this environment.
22. The organizational mechanisms of the production system must be tuned to constantly monitor changes in the external environment, to continuous changes within the system and adapted to identify new problems and develop new solutions more than to control those already adopted.
23. The type of management structure should be chosen in such a way as to ensure maximum flexibility and adaptability of the system, quick response to changes in the external environment (most often it is necessary to make a transition to greater decentralization of management).
24. Successful implementation of the organizational change process requires the development of an organizational change support system.
25. With a high rate of changes in the external environment, it is necessary to prevent the advanced development of production and organizational potential in order to prepare for future changes.
4.3 Theoretical foundations of organizational change management for the formation of an effective internal environment of the enterprise
Before formulating theoretical provisions on organizational change management for the formation of an effective internal environment of an enterprise, it is necessary, in our opinion, to more strictly define our understanding of the effectiveness of the internal environment of an organization.
Under the efficiency of the internal environment of the organization in the work is understood the ability of the elements and the entire structure of the organization to ensure at any moment in time the sustainable preservation of the vector of its development and the achievement of its goals under any environmental influences and at optimal resource and information costs of the system.
Organizations are built on the principle of structured hierarchies. It is shown that the described structurization has a fractal character.
Collective phenomena are the result of the local interaction of many elements of the hierarchy. The elementary structural unit, the divisibility limit, of economic systems, in our opinion, is a person - an economic agent.
A. Smith, studying the basics of the typical behavior of an economic agent, wrote that each individual person tries to use his capital as much as possible so that the resulting product has the highest value. Ordinarily he does not intend to contribute to the public good, and is unaware of how much it contributes to it. He has in mind only his own interest, only his own benefit. Moreover, in this case, he is directed by an invisible hand to a goal that was not at all part of his intentions. By pursuing his own interests, he often promotes the interests of society more effectively than when he consciously seeks to do so. As a result, a clearly organized economic system of society appears.
In nature, each individual tries to survive by interacting only with the local environment according to a given program, which leads to a harmoniously organized structure of the ecosystem. The economy, like ecology, is an open system constantly exchanging flows of matter and energy with the environment, which maintains existence and ensures their development towards further complication of the structure.
The economy develops by absorbing energy and matter from the environment, while dissipative structures are not only enterprises that process material resources, but also the banking system that exists due to financial flows, etc.
The structure includes at a certain moment the complete composition of the parts and elements of the organization, the forms of interconnections of the parts and their mutual correlation in the performance of the functions of the organization. The structure can reflect an instant snapshot of the dynamic state of the organization, show its stability, as well as the organization of the production system. The organization of the production system can change in various ways when the structure, its elements and the links between them change.
However, the structure is a function of the total number of elements, the forms of their relationships and the diversity of the primary elements of the organization. A change in any of the listed components can change the quality of the structure of the production system itself, bringing it to a new structure.
The structure of any organization always expresses its inner essence and integrity, its main physical and logical (ideal) properties. Therefore, in the theory of organization, the category "structure" is considered as a basis that ensures the unity of the form of organization and the level of performance of its functions.
According to the definition of R.A. Korenchenko, the structure of an organization is a set of stable connections of elements within an object that ensure its integrity and identity to itself, the composition of its constituent elements is objectively necessary, the features of the relationship and connections between them are a structural property of an organization that predetermines not only its qualitative characteristic- organization, but also the external form, behavior, place in the world around.
The structure through the connections of the elements forms the mechanism for performing the functions of the production system, determines its boundaries, ways of interacting with the external environment, the degree of flexibility of the organization, and reactivity when it is affected. It is the most stable essence of the organization, but also the most effective potential "point of growth" of its qualitative development and complication.
Thus, the structure reflects, on the one hand, the complete set of properties of the organization in a certain segment of its life cycle, and on the other hand, its internal environment both as a set of elements and as a functioning whole, therefore, in our opinion, the formation of an effective internal environment of an organization can be identify with the formation of an effective organizational structure of the production system. However, this should be understood in an expanded sense, as explained in the work earlier, and not reduce this process only to the formation of an enterprise organigram and writing job descriptions, as is often the case in practice.
The dynamics of development of any economic systems is determined by the microeconomic behavior of economic agents. The behavior of enterprises determines the dynamics of the development of meso- and macroeconomic systems. Therefore, when considering the theoretical aspects of the interaction between the organization and the external environment in this work, the enterprise as a whole was considered as an economic agent (an indivisible element of the meso- and macroeconomic system).
Human behavior determines the dynamics of the development of microeconomic systems, i.e. enterprises. Therefore, when studying the theoretical aspects of the formation of an effective internal environment, it is proposed to consider a person (person) as such an economic agent, performing certain functions, endowed with certain powers, possessing certain knowledge and having certain motives and goals for carrying out his activities within the organization. In this case, a person is the nano-level of consideration of the multidimensional economic environment of the general mega-economic system - the world economy. Such a systemic representation of the economic environment allows, in our opinion, to form a comprehensive solution to the entire set of problems of effective organization of the process of organizational change at various levels of a multidimensional economic environment, to formulate a holistic unified view of the universal concept of organizational change and to develop general theoretical basis organizational change management for economic systems.
All theoretical conclusions presented in this paper are based on the following axioms formulated by us.
Axiom 1. All economic systems, functioning, newly formed and projected, belong or can be attributed to different levels of a single multidimensional economic environment.
Axiom 2. All economic systems belonging to different levels of the multidimensional economic environment function and develop on the basis of uniform laws and principles.
Axiom 3. All economic systems belonging to different levels of the multidimensional economic environment have a hierarchical structure.
Axiom 4. Each higher level of the hierarchy of the multidimensional economic environment is the external environment for the previous level.
Axiom 5. The external environment of any level of the hierarchy has a single evaluation criterion.
Axiom 6. All economic systems belonging to different levels of the multidimensional economic environment have their own rate of development and their own final life cycle, at the end of which they are transformed into other systems.
Axiom 7. The efficiency of an economic system at any level is determined by a single criterion - the achievement of the set goals with an optimal resource and information exchange with the external environment.
Based on the above axioms, we will assume that the internal environment of the organization is the external environment in relation to the individual. Then, as has already been proved in the work, the mechanism of interaction between a person and the internal environment of an enterprise is formalized and described with the help of theoretically - multiple representations. The mechanism of interaction between the individual and the internal environment of the organization is shown in Figure 4.1.
Economic systems of different levels have individual properties, types of structures, characteristics of the relationship between elements, types of reactions to the impact of the external environment, types of behavior. Therefore, these features for systems of any level should be specially described.
The interaction of an individual with the internal environment of the enterprise consists in the exchange of a certain amount of resources necessary for him to live and meet certain needs. Human participation in the activities of the enterprise is considered in the work as an activity for the production of spiritual and wealth and resources for economic exchange. Conventionally, this human activity in the production system can be represented as follows: he takes a number of resources from it, adds value to them and supplies them back to the internal environment of the enterprise in the form of goods, services, creative technical and managerial solutions.
This human activity is a stream of various resources coordinated in time, balanced by certain reserves (resources, information, etc.) that support it when the conditions of exchange with the internal environment change. These flows form a circuit with positive and negative feedbacks that improve or worsen the performance of the individual.
Human behavior in the production system is determined by the action of various kinds of external perturbations on its part.
The results of their impact on an individual can be the same as for the system itself:
1) favorable (comfortable), if the action of the internal environment of the enterprise increases the efficiency of a person;
2) neutral (constant), if the parameters of the internal environment change slightly and do not change the conditions of the individual's activity;
3) unfavorable (aggressive), if a change in the parameters of the internal environment leads to a decrease in the efficiency of human activity;
4) catastrophic (lethal), if a change in environmental parameters leads to the cessation of human activity in a given production system (dismissal, death).
The effectiveness of a person's activity in work is understood as the probability of achieving system-wide and personal goals.
When a person is exposed to adverse external environmental influences, he incurs the following losses:
1) an increasing decline in income from activities in a given production system;
2) costs that compensate for the deterioration of socio-hygienic working conditions (for restoring health, meeting socio-cultural needs, safety);
3) the cost of training and improving (changing) qualifications;
4) the costs of stopping the decline in income and ensuring its further increase.
The effectiveness of organizational change management to create an effective internal environment of the production system is to minimize the amount of these losses.
When changing the conditions of the internal environment of the enterprise, a person can exhibit three types of behavior.
1. Influence the environment in order to extinguish disturbances (reactive).
2. To carry out internal changes (changes in one's own stereotypes of thinking, one's behavioral patterns, one's image, ways of learning, professionalism, personal goals) to adapt to changes (adaptive).
3. Anticipate and prepare for possible adverse changes (planned).
Adaptation of a person to external conditions occurs by changing the set of connections (communications) and changing one's own personality. The personality characteristics of an individual act as a special mechanism of adaptation to the environment and, therefore, imply the interdependence between the internal environment of the enterprise and the personal properties of the individual.
The internal environment of the production system has three types of impact on a person.
1. Determines the possibilities and conditions for achieving the overall goals of the system and the individual.
2. Determines the possibility of obtaining the necessary resources.
3. Defines restrictions on the activity of the individual.
The result of this impact, respectively, is the set of goals of the system - (C i ), the set of resources - (R i ) and the set of restrictions - (O i ).
However, these sets correspond to a certain state of the internal environment of the enterprise. If the rate of changes occurring in the environment is significantly less than the rate of changes occurring in a person, then the environment has practically no decisive influence on him and will be called stable in the work, since the development of the individual occurs only because of his internal needs and does not associated with the environment. If the rate of changes in external conditions is comparable to the rate of changes in the individual, then the internal environment of the enterprise can have a noticeable impact on its development, but these changes are caught and perceived in a timely manner by a person. Therefore, the conditions of its activity within the framework of the enterprise do not change significantly, and the environment will be considered quasi-stable and an individual can foresee its changes in the future.
If the rate of change in the internal environment is much greater than the rate of change of the individual, then he may not have time to respond to these changes, which leads to the need for frequent personal changes and to an increase in losses that can lead to an unfavorable outcome - a catastrophe (cessation of human activity at this enterprise ). Such an environment will be called unstable. It requires the manifestation of new types of reactions and the development of new methods of human adaptation to rapidly changing conditions.
The interaction of the elements of the production system with each other and the internal environment and the individual is carried out by choosing and establishing various relationships. Communication in the work is understood as any change (action, interaction) in the system, accompanied by the movement of material and information flows. Then the content of management in economic systems of any level, in our opinion, is the choice of actual connections from among the potentially possible ones and their implementation.
The interdependence of changes in the internal environment and human activity in the production system requires establishing the characteristics of changes in the environment in space and time, as well as assessing the level of influence of environmental elements on the development of the individual. Since, according to the axioms 4 and 5 formulated by us, the internal environment of the production system will be an external environment for the individual, both the measurement methods and its assessment will be the same as for the external environment.
In this regard, the main characteristics of the states of the internal environment of the production system will be the following.
1. Complexity - the number of environmental factors that are essential for the functioning of a person in the production system, the variety of their features and properties.
The more heterogeneous are the elements of the internal environment, the more differentiated should be human activity in the production system.
2. Uncertainty - the degree of availability of information regarding the estimates of the significance of various environmental factors and its individual elements, the impossibility of accurately establishing these estimates.
Uncertainty can be generated, firstly, by the complete lack of information about some phenomenon or environmental factor, due to their novelty, secondly, by limited human capabilities in organizing communication channels with the environment, thirdly, due to the time of receipt information processing.
Individuals, especially decision makers in the production system (DM), must have accurate, reliable and certain factors or elements of the environment that are or can, if possible, complete information about the state of the environment, about the degree of importance, be significant in a given or forecast time interval. However, information about changes in the internal environment is often limited. Making decisions with incomplete information leads to errors and additional costs.
3. The rate of change (environmental stability) is the frequency and level of changes in environmental factors and its elements, the degree of certainty and familiarity of changes, a measure of the constancy of assessing the significance of specific environmental factors and its elements.
4. Comfort - the degree of compliance of environmental factors with effective human activity, a measure of the possibility of its effective functioning.
The assessment of the level of environment dynamics should, in our opinion, meet the following requirements.
1. It should be based on a comprehensive, multidimensional approach to measuring such a complex phenomenon as the external (internal) environment of a production system.
3. Indicators should be comparable and, if possible, easily calculated in practice.
4. Indicators must be unidirectional and have a single economic meaning, allowing them to obtain a single assessment from them and use it to calculate the measure of the influence of the environment on the activities of an economic agent of any level.
Figure 4.1 - The mechanism of interaction between the individual and the internal environment of the organization (compiled according to B.M. Genkin)
All the characteristics of the environment that we have chosen earlier determine the conditions for the functioning of a person in the system, the greater the complexity, variability, novelty of the parameters of the environment, the less likely the individual is to achieve the desired personal and systemic results (goals), the lower the effectiveness of his functioning under the current system of communications (connections). ). Therefore, all the indicators included in our proposed system for assessing the interaction between a person and the environment have the meaning of the risk of its functioning in this environment.
The risk of functioning in work is understood as the probability of occurrence of losses or shortfall in income in comparison with the desired result, that is, the level of a certain financial loss, expressed as:
1) in the possibility of not achieving the goals;
2) uncertainty of the predicted result;
3) the subjectivity of the assessment of the predicted result.
The variety of connections, the number, the uncertainty of their characteristics, the speed of their change over time increase the risk of human functioning. Each connection in a certain way affects its activity in the production system, it is individual in its characteristics, the identification of these differences in the connections, as well as their multiplicity, impose special requirements on the individual. The totality of differences in relationships forms the signs of relationships.
Thus, when evaluating and predicting the dynamics of the internal environment, it is necessary to take into account not only the number of established connections between a person and the internal environment, but also the variety of features that characterize each connection. In our opinion, it is necessary to distinguish the following main features of the connections between the internal environment and the individual in the production system. Features can be individual for each production system and are determined by the decision maker.
It is possible to link these two characteristics (the number of connections and the variety of their features) into one - into an assessment of the level of environmental impact (the risk of the system functioning in the environment) - using the entropy function.
The more connections are serviced by a person, the more they differ from each other, the greater the uncertainty of the functioning of an individual in the system and, accordingly, the uncertainty of managing connections, the more diverse (complex) human activity should be and the more diverse methods of his response.
According to the provisions of axioms 4 and 5, the assessment of the level of impact of the internal environment can be carried out on the basis of the model presented in the work.
Since the characteristics (the number of connections and the variety of their features) can be considered independent, the overall assessment of the level of impact of the internal environment on an individual in the production system is also made according to the formula:
where H(J,I)* fact is the total actual uncertainty of human functioning according to all characteristics of the internal environment, and H(J,I)* max is the total maximum uncertainty of human functioning in the internal environment of the production system that has these characteristics and features.
The indicator of complexity reflects the degree of structuredness, hierarchy of the internal environment, determines the measure of control in the production system.
The uncertainty indicator reflects the degree of habituality, standardity, routine of work tasks and human functions in the production system, determines the degree of standardization of human behavior patterns and methods for predicting the state of the environment.
The stability indicator reflects the variability of the environment, its understandability for a person, determines the methods of its response to changes and the range of reactions.
The indicator of comfort reflects the degree to which a person achieves personal and system-wide goals under given conditions of the internal environment, determines the necessary speed of a person's reaction in the production system.
The state of the internal environment in the work is understood as one of the possible combinations of relationships and features that characterize them, established at the time of assessment. A state parameter is a quantitative characteristic of a state.
Since a person is the divisibility limit of an economic system of any level, the level of impact of the internal environment of the production system on a person will be called an assessment of the state of the internal environment of the organization.
It is proposed to assess the state of the internal environment of the production system (Uvns) in three areas:
1) assessment of the state of the environment by working groups (teams) in which employees are combined to implement work tasks (goals), to identify the most risky tasks (projects) - goals that are a "bottleneck" in the system, i.e. conditions;
2) assessment of the state of the environment for the linear divisions in which employees and working groups operate in order to identify the most risky (tense) divisions that are a weak link in the structure of the enterprise and require increased attention from general management;
3) assessment of the state of the environment for the main management functions (headquarters) of the production system, providing the necessary set of reactions of the enterprise when interacting with the external environment (supersystem), in order to identify the most risky functions that do not provide the necessary response and, therefore, reduce the efficiency of the production system , and also increase the likelihood of a crisis state or a “lethal” outcome for her. They require increased attention from the management of the company.
The methodological approach proposed in the paper makes it possible to assess the riskiness of individual structural formations of the production system, as well as the general state of the internal environment of the production system. Graphically, the proposed assessment of the state of the internal environment can be represented as a three-dimensional model shown in Figure 4.2.
In accordance with the real situation, enterprises do not have any other internal goals and motives for behavior, with the exception of the goals of survival and growth, which are formed in the process of searching and “natural (competitive) selection” in interaction with the external environment. Among other motives, income maximization is determined by the market organization of social production and is supported by the institutions that form it. At the same time, this motive does not always play a leading role in the behavior of economic agents - very often, in conditions of incomplete information, they are content with obtaining the minimum acceptable profit for continuing reproduction or are guided by other goals, depending on the economic situation.
Figure 4.2 - Model for assessing the state of the internal environment of the production system
However, it should be noted that in all modern methods the formal apparatus for designing effective organizations is of an auxiliary nature, only supplementing the purposeful work of qualified experts, managers and members of organizations.
At the same time, the main weakness of these approaches lies in the substitution of the problem of creating a complete organizational system by considering only some of its aspects. It is necessary to form a comprehensive understanding of the composition, content and conditions for the formation of effective organizations.
Thus, generalizing all of the above, it is possible to form a complex theory of the formation of an effective model of an organization (industrial enterprise). In order to form such a model, it is necessary, in our opinion, to combine evolutionary, situational-configuration, ecological-biological and system-integration models. As an elementary unit of the internal environment of the enterprise, one should accept the "organizational routine" as a carrier of the organization's hereditary characteristics and a source of organizational changes when the parameters of the external environment change in order to survive and adequately adapt in it.
The modern paradigm of the life cycle assumes that development is a schematic sequence of states of an organization, separated by moments of transformation, which make it possible to single out different periods in its development. The main focus of research in most works on life cycles is the nature of evolutionary changes, the number of stages, their features and duration.
It is necessary, in our opinion, to agree with the opinion of E. Popov and N. Khmelkova that “the theory of the life cycle of an organization needs to be seriously revised today from new system-integration positions that allow us to get not only answers to the questions of how and why an organization evolves, but and what changes in it.
Understanding the organization as a system is an axiom of modern management theory. However, when developing evolutionary approaches, the principle of consistency is not fully implemented. The organization in the theories of life cycles appears as a conditionally primary element of analysis, the dynamics of its internal structure is not systematically studied.
Recognition of the complexity and heterogeneity of the internal environment of the organization requires taking into account the systemic principle of polydynamism. It means that " various elements The internal environment of an organization is characterized not only by its own “meaningful dimension”, but also by its original evolution, the speed of which is not the same and does not coincide with the period of the organization’s presence in the market.
The results of the study by J. Collins demonstrated the ambiguity of the processes occurring in the internal environment of the organization. The author argues that “great companies retain their core values and main point, but their strategies and operational tactics adapt to the changes in the world an infinite number of times.
Therefore, it is necessary to study the life cycles of the internal environment of the organization, taking into account the structure and characteristics of its individual elements, the nature of their evolution. This will change the understanding of the process of development of the organization as a change in the stages of the life cycle.
The life cycle of organizational routine according to the system-integration approach includes three stages. The initial stage - routine, involves the formation (emergence) of a new organizational routine, the refinement of its market prospects, within which the return (income growth, profit, cost reduction) from changes in the established complexes of the organization's activities should increase.
The second stage - routine, represents the actual routine state of intra-company institutions, values, mental characteristics and behavioral patterns, when they take root in the internal environment of the organization. At this stage, there are organizational routines that have justified themselves as a source of competitiveness that have brought sustainable benefits to the organization.
The third stage - post-structurality (rigidity), refers to obsolete institutional, cultural and behavioral structures, the return on which is gradually decreasing. They, using the term D. Leonard-Burton, are a kind of "ossification" or "rigidity" that must be destroyed. D. Leonard-Barton defines "ossification" as a variety of old norms, values, knowledge, skills and management systems that are difficult to change. She identifies four coordinates of key competencies that, over time, if they lose their adequacy, can become elements of key ossifications: physical systems, management systems, skills with skills and knowledge, and organizational values.
A feature of the approach proposed by E. Popov and N. Khmelkova, in contrast to the evolutionary theory of Nelson-Winter, is that there is no opposition between routine and innovation in the life cycle model. Organizational routines are evolving. Routine and innovativeness are two different states of intraorganizational processes. We are talking about different degrees of routine functioning of the organization. In fact, the organization is a set of established routine models, while innovation is the process of forming a new organizational routine to replace the outdated one. The concept of "routinization" was proposed by the English sociologist E. Giddens, who studied the nature of the functioning of local social communities, which include the organization. Understanding “routinization” as ensuring the stability of certain patterns of behavior over time, their regularity, stability and predictability”, he noted that “socialization of individuals can take place only in a routinized context that gives them a sense of community, security, trust, the ability to track and interpret their own and other people's actions."
The fundamental levels of the pyramid of the internal environment of the organization, formed by its values, mental characteristics and intra-company institutions, live longer. They are connected not with the resources or market behavior of the organization, but with value and cultural aspects. The culture of the organization is characterized by casual uncertainty, which makes it not fully realized and not always understandable even for direct carriers. Such routines are almost impossible to copy, creating a long-term strategic advantage and "corporate identity".
Shane E., who divided organizational culture into levels of artifacts, proclaimed values and basic ideas, noted the human desire for cognitive stability. The author of the concept of transformational learning of the organization wrote: “Corporate culture is based on postulates that seem so obvious to us that we do not even dare to discuss them openly. For example, these could be the goals of the organization or what the company has learned over the years. When we talk about changing the culture of an organization, we mean transformative learning... changes of this magnitude require employees to abandon old tried and tested postulates and embrace new ones... the process of unlearning and then learning again is inevitably slow and painful.”
The presence of an organization's beliefs and dominant values is a defining obstacle to fundamental change. Such organizational routines are characterized by high costs of routinization, especially the costs of overcoming established approaches, outdated beliefs and decision-making logic.
In turn, functional (resource, technological, behavioral) levels have a shortened life cycle associated with the phenomenon of organizational learning. Its goal is to ensure the permanent adaptation of the enterprise to changes in the external environment.
The application of the organizational routine life cycle model allows us to conditionally identify nine possible states of the internal environment of the organization (Figure 4.3), depending on the dynamics of its fundamental and functional components.
Figure 4.3 - The matrix of states of the internal environment of the enterprise and the likely trajectory of its evolution
The diagonal of the matrix shows "balanced" states of the internal environment of the enterprise, when organizational routines of different levels are at the same stage of the life cycle. To the left and right of the “balance” diagonal, various states of “imbalance” are shown, when an enterprise has value-mental and resource-behavioral routines, the stages of life of which do not coincide. The arrows show the most probable scenario for the development of evolutionary processes. During one complete cycle of origin, rooting and obsolescence of routines of a fundamental level, several generations of organizational routines of a functional nature change.
Analyzing the system-integration approach to the evolution of an organization proposed by E. Popov and N. Khmelkova, we can, in our opinion, agree with the proposed theoretical hypotheses to explain the mechanism of the organization's functioning. However, these theoretical provisions require significant refinement, because. do not contain explanations of many important, from a practical point of view, aspects of the functioning and change of the organization throughout its life cycle. These include:
Interrelation of the processes of transition of routines of the fundamental level to a new state with the change of generations of routines of the functional level;
· Criteria for evaluating the stages of evolution of organizational routines of all types, tk. the indicator of the return of the routine proposed by the authors (the cost of routinization) is completely unmeasurable. On the one hand, this is due to the fact that the cost accounting methodology at the enterprise does not single out such an accounting object as organizational routine. On the other hand, it is quite difficult to single out such an object, because there is no quantitative assessment of the degree of routinization of the organization's processes, and there is no consensus on the composition of its routines (elements) of the internal environment;
In the considered approach, there is also no connection between the life cycle of routines at different levels and the life cycle of the organization as a whole.
To solve these theoretical problems, the paper proposes a comprehensive theory of the formation of an effective internal environment of the organization. Its main provisions are as follows.
Organizational systems, according to A. Bogdanov, during their lifetime have the opportunity to improve and select new elements that can change intrastructural relationships, intraorganizational proportions between parts, shift the centers of stability of dynamic balance and functions of the former constituent components, change their nature, i.e. adapt to external conditions. On the other hand, as noted, due to organizational internal capabilities, adaptation processes for a given organization are terminated. A destructive crisis sets in - death, new, more suitable organizations appear that perform the same functions as the previous ones, but they are more in line with external conditions.
It is clear that the stages themselves undergo major changes throughout life. For example, allotropic growth and development (uneven) of parts of the organization, different in time, different in appearance, active manifestation and extinction of their functions are observed.
Due to the influence of the external environment on the internal stages of the life cycle within open systems, the ratio of entropic and negentropic processes of energy assimilation and deassimilation changes in such a way that, under certain conditions, the duration of the period of active functioning of the organization increases, the time of origin and (or) development and (or ) decay time.
The law of ontogenesis (introduced by E. Haeckel) explains the historical variability of the life cycle under the conditions of the mechanism of competition and the uncompromising struggle of various types of organizations in the external environment for their survival, which is the cause of the death of some species and the prosperity of others.
Taking into account the life cycle cost is important in the analysis of any organization, incl. and production system. The leader must know exactly at every moment in what phase of development his organization is: what is its heyday, maturity or decline, in order to determine what targeted organizational changes need to be carried out in it so that it functions and develops stably. Internal restructuring can be caused by a change in the private goals of individual units or a measure of the activity of individual individuals upon their achievement. This can affect the corporate goal and how it is achieved. As a result, the set, physical and other properties of the elements included in the organization, their groups, divisions, activities, their specific ratio and role in achieving the common goal, i.e. the structure is changing, and with it the quality of the entire production system, its nature.
AT economic organizations, including in production systems, the change of phases of development, their duration occur on other grounds than in biological and other organizations, a different role in the passage of these phases is played by the external environment, the sufficiency of internal resources, the rationality of energy and information consumption in the internal environment of the organization.
The very birth of an organization, depending on its nature, occurs in different ways. The first way for the emergence of production organizations is the pooling of shareholders' capital. The second way of origin can occur, as noted by A. Bogdanov, as a result of a disjunctive crisis or disintegration: the separation of elements or substructures of former organizations to form new independent organizations with different goals and functions than the former ones. The third form of the emergence of a new production system is a complete reorganization as a means of overcoming the crisis of the previous organizational form and its transition to a new one with a change in the final goals, functions and means of achievement.
A. Bogdanov in tektology proposed to use the concept of crises as the initial and final points of the life of any organization (crises of type C and D), as well as the initial and final moments of the stages of the life of an organization, to objectify the results of organizational changes. The former were called organizational form crises, and the latter, process crises. In this case, the boundaries of the separation of processes x and y will be equilibrium points - attractors, between oppositely directed activities x and y within a given organization. They are a condition (signal) for the formation of new structures and new directions for the development of elements in the system.
Let us now consider in more detail the proposed point of view on the content of organizational changes at the stages of ontogenesis of the production system (Figure 4.4).
At the stage of growth t 1 - t 2, the potential of the organization is born through the formation of all its internal parts, a connection with the external environment is established, the process of improving the interaction of the main elements of its structure begins by clarifying their functions and real capabilities.
The mobile equilibrium L 1 is characterized by a quantitative and structural predominance of the elements necessary for growth and development entering the PS over those that are realized in the external environment.
Figure 4.4 - Stages of ontogenesis of the production system (PS) (the figure was created on the basis of):
point t 1 - the birth of PS; period t 1 - t 2 - birth and growth process; t 2 - t 3 - period of development; t 3 - t 4 - flourishing; t 4 - t 5 - maturity of the PS; t 5 -t 6 - the process of some decline; t 6 - t 7 - destruction process; t 7 - death of PS. The connection in the figure of the segments of the curves through the points t 1 - t 7 is drawn along the time axis x, the corresponding points L 1 , L 2 , L 3 , L 4 of the mobile balance of the performance of functions at each stage are indicated by attractors L along the y axis on the ontogenesis curve with points: a 1, a 2, a 3, a 4, a 5, a 6
There is an initial (simple) form of organization. The PS is action-oriented, single-handedly managed by the founding leader, very vulnerable, there is no organizational culture at all. Ends with a sales crisis.
At the stage of development t 2 - t 3 growth continues, however, the substructures of PS allotropically, but in concert, change, their role and significance change, i.e. the main thing at this stage is that the structure is being improved and developed, which approaches the most developed form.
b) organizational and managerial (new forms of labor organization, changes in the organizational structure, changes in the system for developing and making managerial decisions, changes in the control system, etc.);
c) social (changes in the relationship between people in the organization, such as changes in organizational culture, the creation of self-managed teams, mentoring, the creation of public bodies);
d) legal (changes in labor and economic legislation).
It should be noted that, as a rule, changes are complex. Thus, product innovations are usually accompanied by technological ones (the introduction of new technologies), and investment projects for the release of new products and the introduction of new technologies automatically imply a set of economic and organizational changes.
The implementation of any organizational changes requires the creation of organizational, economic and sociocultural conditions for this innovation. After all, it involves the interaction of departments and organizations, training and retraining of employees, planning and developing a motivation system.
The most difficult are social innovations, since they are associated with people's behavior, society, culture. Any material innovation causes social change, for example, changing business processes means organizational restructuring. Social innovations are the most risky, as people's reactions are often unpredictable.
Social changes are closely related to the culture of society, so the same innovation causes a different reaction in different countries, different societies.
The peculiarity of social changes is the absence of a manufacturing stage, the impossibility of testing. The development (design) stage, as a rule, takes a little time and requires insignificant (compared to technical projects) resources, but the flip side of the coin is that the consequences of social innovations are often unpredictable, social changes take place with great tension, since they affect the interests of people.
Sometimes economic, organizational, legal innovations are combined under the name "managerial". However, in itself, the division of innovations into groups is not so important, because the vast majority of innovations are of a complex nature.
Here is a classification of the main types of organizational changes,
1. By purpose:
a) creation of an effective management mechanism;
b) strengthening the competitiveness and adaptability of the organization;
c) improving management efficiency;
d) change in the main directions of activity;
e) provision financial stability, investment attractiveness, etc.
2. By the object of changes:
a) changes in the organizational structure;
b) technology changes;
c) changes in the management system;
d) changes in the organization and working conditions;
e) changes in culture, style and methods of leadership;
f) changes in the incentive system, etc.
3. By the level of ongoing changes:
a) affecting the entire organization as a whole;
b) conducted at the unit level;
c) affecting individual employees (groups of employees).
4. According to the degree of intensity of implementation:
a) evolutionary (reforms);
b) revolutionary (breaking, destruction of the old system).
5. By methods of implementation:
a) forced (used in conditions of lack of time, significant resistance of members of the organization);
b) adaptive (assume a large margin of time, the gradual implementation of changes).
Methods and stages of organizational change
There are the following methods of implementation of changes.
- technological (changes in work technologies, workplaces, relationships between employees, material working conditions);
- organizational (reorganization of the structure, change in the distribution of functions, regulations, norms, standards);
- methods of persuasion (explaining to staff the benefits of ongoing changes, persuasion, explanation);
- administrative (orders, instructions);
- economic (creation of material incentives for the interest of staff in changes).
Stages of organizational change
The division proposed by Kurt Lewin during his work at the Massachusetts University can be considered a classic. Institute of Technology in the 1940s He divided the entire process of organizational change management into three major stages: "defrosting", "moving", "freezing".
John Kotter, lecturer at Harvard Business School, professor, world-renowned expert in the field of change management, published an article in 1995 entitled "Why change attempts fail?", in which he summarized his experience working with more than one hundred companies of various profiles and sizes. in America and Europe. He identifies eight typical mistakes that leaders in most companies make:
1. Not creating a strong enough sense of urgency.
2. There is not a strong enough coalition leading the change.
3. Lack of vision.
4. Insufficiently strong transfer of vision to the company's employees.
5. Barriers to new vision are not removed.
6. There is no systematic planning to achieve short-term wins.
7. Victory is declared too soon.
8. Change does not take root in the corporate structure.
The involvement of consultants allows the organization to receive methodological assistance from them in ensuring the ongoing changes. The peculiarity of attracting process consultants is that change activities are carried out with the participation of employees of the organization - from the diagnosis and development of organizational development projects to the process of their implementation. In the course of consulting, personnel are trained and the methods of effective management of the organization are transferred to its employees. At the same time, conditions are being created for the formation of a new organizational culture.
Consulting is an activity carried out by professional consultants and aimed at serving the needs of organizations in consultations, training, research work on the problems of their functioning and development.
Consider some of the definitions of consulting.
Consulting is the process of providing a specialist with his special knowledge, skills and experience in his client's system.
Consulting is a process in which a client receives professional help in the form of advice.
The International Council of Consulting Institutions (ICMCI) body of knowledge on management consulting defines management consulting as “the provision of independent advice and assistance in connection with the management process to clients in management functions”.
More precise is the definition given by the European Federation of Associations of Economics and Management Consultants (FEACO), according to which “management consulting consists in providing independent advice and assistance on management issues, including the identification and evaluation of problems and (or) opportunities, recommendations of appropriate measures and assistance in their implementation.
Management consulting is an activity carried out by professional consultants and aimed at serving the needs of owners and management of organizations in identifying management problems, developing recommendations for their solution and facilitating their implementation.
The purpose of the consulting intervention is the creation of a self-developing organization, obtaining effective and efficient tools for employees to carry out transformations in the organization and the subsequent process of self-development of the organization.
K. Argyris writes that a consultant or organizational development specialist should not impose solutions from outside, but should help the organization reduce sources of anxiety so that managers and employees can come to mutually agreed solutions to problems. Argyris identifies three tasks for a consultant:
- help generate correct and useful information;
- create conditions under which clients can make informed and free choices;
- help clients develop an internal, consistent solution with everyone.
Historically, management consulting has developed in parallel with the development of management as professional activity and as a science. The main function of management consulting is the introduction into management practice of effective methods, both drawn from the experience of more successful enterprises and developed by scientists in the field of management.
Over the past decades, management consulting has become a separate branch of the economy all over the world; it is a professional activity with strict requirements for the quality of services.
Let's list the main principles of professional activity in the field of management consulting.
1. Professionalism. The consultant must have professional knowledge and skills.
2. Advisory character. Consultants do not have the power to decide on changes and implement them. They are only responsible for the quality of the advice; customers bear all responsibility that stems from its acceptance.
3. Independence. The consultant should be able to assess any situation and offer honest advice to the client without thinking about how this might affect his own interests:
- financial independence means that the consultant is not interested in how the client will act;
- administrative independence means that the consultant is not administratively subordinate to the client;
- emotional independence implies that the counselor disengages from friendly or other feelings that may bind him to the client.
4. Confidentiality of information received from the client.
5. Target orientation. Unlike training, the purpose of which is to transfer knowledge, consultants are involved in solving specific problems and achieving the goals set for the organization.
6. The object of influence is the organization. The purpose of consulting is not to transfer knowledge to individuals, but to ensure the effective implementation of the organization's business processes.
7. Individuality, or personification. Despite the development of consulting methods and attempts to standardize this field of activity, the consulting product is always individual. Consulting services provided even to the same type of companies operating in the same industry and aimed at solving similar problems cannot be identical. The client company is unique, its problems, management organization, corporate culture are specific; a unique moment in time when a consulting project is carried out, and, accordingly, the economic and socio-political situation in the market.
Consider the benefits of using consulting services in the implementation of organizational development projects.
1. High speed of innovation. Consulting provides a high speed of innovation, since the transfer of knowledge is carried out not indirectly - through staff training, but directly - in the form of the introduction of effective management technologies into the practice of the company.
2. Using an external resource. Saving resources. Representing intensive professional assistance on a temporary basis, in the end, consulting provides savings in resources: financial, human, time.
3. Independence, objectivity. Consultants gain a significant amount of experience while working with other clients. Since the management consultant is independent of the client organization and not subject to its internal relationships, it can provide a fresh perspective and remain impartial in situations where members of the organization cannot be objective.
4. Learning through counseling. In the process of implementing a consulting project, the consultant and the client combine their efforts to solve the task. The purpose of consulting is not to solve the client's problems for the client, but by transferring technical knowledge and methods for identifying problems and implementing changes, to create conditions under which the client will be able to independently solve similar problems in the future. Counseling assignments become a learning tool; their goal is to bring new knowledge to the organization and help managers and staff learn from experience.
The process of management consulting, as a rule, is organized in the form of a project. Unlike legal, tax advice, which can be one-time or permanent on the basis of relevant contracts, the work of a management consultant has a clearly defined project character: the goals of the consulting project are defined, the project is divided into stages (diagnosis, planning, implementation), deadlines are determined start and end of work.
The effectiveness of ongoing change is closely related to the willingness of managers and employees to change, and many failures are associated with a simplistic vision of the task, a lack of readiness for a calculated risk, or a lack of organization necessary knowledge and skills.
Stages of organizational consulting
In the literature on management consulting many approaches to the allocation of stages and sub-stages of the counseling process are described. Traditionally, there are three main stages of interaction between a client and a consultant: pre-contract, contract and post-contract stages, within each of which a number of sub-stages are distinguished.
At the first, pre-contract stage, the client and the consultant identify the existence of a problem (task), substantiate the need for consulting work, and determine the scope and content of the work. The result of this stage is the conclusion of a consulting contract.
The contract stage is the most significant and lengthy and includes, in fact, the process of developing and implementing solutions. Within the framework of this stage, major stages are distinguished: diagnosing problems, developing recommendations and implementing them.
The final, post-contract stage is related to the evaluation of the results of cooperation.
At the same time, various authors offer many approaches to identifying the stages of the consulting process. The Kolb-Froman consulting model includes the following stages: exploration, entry, diagnosis, planning, action, evaluation, and the end of the consultant's work. Lippit - Whitson - Westley identify the stages of the process of organizational change: creating a need for change, establishing relationships between the customer and the developer of innovations, diagnosing problems, analyzing alternatives for solving them, introducing innovations, summarizing the work on introducing innovations and stabilizing them, terminating the relationship between the customer and the consultant, assessment of work on the introduction of innovations.
The most common scheme of the counseling process is considered in the work of M. Kubra and includes five stages: preparation, diagnosis, action planning, implementation and completion.
Consider the stages of an organizational consulting project (Table 15.2).
Table 15.2
| Stage | Content | Documents, result |
|---|---|---|
| Preparation and conclusion of the contract |
|
|
| Express Diagnostics |
|
|
| Project Planning |
|
|
| Organizational Diagnostics |
|
|
| Development of an organizational change project |
|
|
| Implementation |
|
|
| Project Completion |
|
- |
There are a number of factors that affect the effectiveness of organizational consulting and determine the style and methods of consulting a particular enterprise.
- The nature and degree of complexity of the problems being solved.
- The influence of the first person and management style (understanding by the company's management of the essence of organizational development and the goals of attracting a consultant).
- Degree of development of corporate governance, management structure.
- Qualification of company management and personnel.
- Consultant Qualification.
- The degree of readiness of the manager and employees to change.
The purpose of organizational consulting is to help the organization improve management. The main methodological emphasis is on attracting the maximum number of employees to the organizational development project, group methods of work, development of organizational culture, stimulation of staff initiative, development of the delegation system, stimulation of innovative solutions.
The concept of organizational development and organizational consulting are aimed at actively involving employees ready for change, training them and turning them into agents of change. The scope of organizational intervention projects can vary from small-scale training and education programs to integrated organizational development projects, strategy development, restructuring and reengineering programs. However, the key task of organizational consulting is to create an effective innovation support system in the organization, which includes both an organizational culture that supports constant change and an organizational structure that can ensure the continuity and quality of organizational development.
Evaluation of the effectiveness of the organization's development
Having considered the basic concepts, models, types, laws, structural characteristics and development processes of the organization, in conclusion, we should consider the concept of efficiency. This term has been used frequently in previous sections. Various approaches to management, search for the optimal organizational structure, management of organizational culture, organizational development- all this was aimed at finding the greatest efficiency.
From a societal point of view, efficiency is the degree to which an organization achieves its goals using limited resources.
According to systems theory, the effectiveness of an organization is determined by the extent to which it achieves an optimal balance between the various activities of acquiring and using resources. In turn, each component (subdivision) of the organization can be represented as a system with its input resources, process, adaptation activities, which must be optimized to achieve overall organizational effectiveness.
There are three main approaches to the definition of the concept of organizational effectiveness.
The first approach is related to the concept of rationality. Effectiveness is defined as the ability of an organization to achieve its objectives. The beginning of the concept of rationality was laid by M. Weber, who attached great importance to efficiency, i.e. or finding the best available means to an end. In the classical school of management, efficiency was considered as an assessment of goal achievement and was described primarily through performance. Productivity was seen as the main task of the organization, and the organizational structure was seen as a tool to ensure the solution of this task.
The second approach is related to the concept of survival. The ultimate or long-term measure of organizational effectiveness is survival, i.e. the ability of the organization to maintain itself in the external environment. This approach began to develop in the late 1960s. due to the fact that the organization began to be seen as an open system operating in the external environment. Accordingly, an increase in adaptability is considered as the main criterion for effectiveness. Since the 1980s an evolutionary-ecological direction is developing, within which the uniqueness of the relationship between efficiency and survival in the market is called into question. It is noted that the most "survivable" structure is not the one that is optimally adapted to specific external conditions, but the one that is more or less adapted to different configurations of the external environment. This "average" fitness relieves the organization of the need to respond to all changes in the external environment and ensures the preservation of the organization's self-identity through the reproduction of its structure.
The third approach links the effectiveness of the organization with the ability of the organization to provide a minimum level of satisfaction for individuals and social groups within the organization, as well as for its units that have their own goals.
The modern level of analysis of organizational effectiveness involves taking into account the time factor. So, in the short term, performance criteria can be performance, satisfaction, in the medium term - adaptability and development, in the long term - survival. This allows you to ensure the balance of the organization's activities over time. However, there is no evidence that these criteria are related. For example, there is no evidence to suggest that performance levels and adaptability are related. The company can be recognized as efficient in the short term, but inefficient in terms of adaptability and development indicators.
R. Hall identifies the following models of organizational effectiveness.
System-resource model (this model was developed by Yukhtman and Sishore). The essence of the model is that the variables related to organizational performance can be considered in a hierarchical order. At the top of the hierarchy is the final criterion, for example, the optimal use of resources in the external environment, survival. Other criteria are temporary, some of them (such as business volume or market penetration) can be considered goals, while others (such as a high proportion of new members) are not goals.
target model. According to this model, effectiveness is defined as the extent to which an organization achieves its objectives. The difficulty lies in the fact that most organizations have multiple and often conflicting goals, which makes the application of this model difficult to use. Also, in the short, medium and long term, goals may differ (for example, a quick return on investment or long-term sustainability). Besides, different levels hierarchies in an organization operate in different time frames.
The second block of problems is the evaluation of the result. It is often difficult to determine whether an outcome is the result of an organization's actions or external forces. Usually successful results (for example, an increase in revenue as a result of market growth) are attributed to the skillful actions of management.
Participant satisfaction models. These models are based on individual or group assessments of the quality of the organization. So, C. Barnard considered organizations as cooperative incentive-distributive mechanisms. The organization can act only if the participants are satisfied. According to this approach, factors such as profitability, productivity and productivity are necessary conditions for organizational survival, and not the goals themselves.
For the analysis of organizational effectiveness, the Parson model, the Quinn-Rohrbach model, etc. are widely used.
Parson's AGIL model. Developed based on the specification of certain functions, which any social system must perform in order to survive. The first letters of the English names of these functions in the abbreviation gave the name of the model - AGIL: adaptation, achievement of goals, integration, legitimacy. The main idea of the model is that in order to survive, thrive and be recognized by other organizations, you need to integrate your parts into a single whole, be able to adapt to changing conditions and achieve your goals.
This idea was supplemented in the Queen-Rohrbach model "Competing Values and Organizational Effectiveness", R. Quinn and J. Rohrbach proposed to consider the influence of these four factors not in one, but in the following three dimensions:
1) "integration - differentiation" - indicates the degree of preference towards stability, order, predictability or towards flexibility, innovation and change;
2) "internal focus - external focus" - shows the predominance of interest either in internal problems arising in the organization, or in strengthening the position of the organization in its external environment;
3) "tools - results" - shows the need to focus not only on management tools, procedures, processes, but also on end results(productivity, efficiency, etc.).
The Quinn-Rohrbach model can be used as an effective organizational diagnostic tool.
So, it can be noted that organizational effectiveness is a complex and multifaceted phenomenon that has not yet been fully studied. The multiplicity of environmental constraints, the multiplicity and inconsistency of the goals of the organization, the multiplicity of participants, the difference in the time range make the task of measuring the effectiveness of the organization difficult to achieve. At the same time, both in the theory of organization and for organizational practitioners, organizational effectiveness remains one of the main concepts.
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