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Week 22 Change management & employment relations, quality control -…
Week 22 Change management & employment relations
approaches
traditional replaced by HRM approach
indiviualistic improving conditions in org
employee motivation/empowerment
called EMPOWERMENT ERA
workers reach full potential
flexible working
technology
globalisation
more radical innovations?
movement towards "free market" has meant more unemployment
The goals of full employment were then slowly replaced by creating a fair & meritocratic employability culture
retreat of Gov and unions= less secure labour market
conteporary employment
positively engage employees
do more in less time
highly competitive
politically/socially inequality & unemployment
mintberg (2015) rebalance society
combining a strong public sector, an enterprising private sector and a vibrant pluralistic civil society.
employee invovlment
WERS (workplace employment relations)
Employee invovlement strategy
job or role invovlement management
enriched job design
flexible
Organisational invovlement management
egalitarian culture
CEO/employee pay gap
wall street reform
shareholder power
reversing pay gap
thru shared ownership
shared decision-making
"shared capitalism"
Gov
should change from pro-market & pro-business austerity
aim pro-eployment & pro-welfare
need for change
key ingredient to sustainability is dynamism
change management
transitioning and redirection of any part of an organisation in a way that significantly alters it
Everett Rogers’ ‘Diffusion of Innovation’ (1962)
innovators
early adopters
early majority
late majority
laggards.
Rogers’ work draws attention to the long-term social adoption of innovation as it diffuses within the social system
burning platform’ put forward by Daryl Conner (1993).
motivating people to embrace change by stressing its urgency and absolute necessity.
Connor focused short-term realisation of change initiatives in orgs.
resistance to change
top–down ideas lacking human dimension
Kotter (1996) eight-step process for achieving successful change management:
establish a sense of urgency
create the guiding coalition
develop a vision and strategy
communicate the change vision
empower employees for broad-based action
generate short-term wins
consolidate gains and produce more change
anchor new approaches in the culture.
introduction of robots creating economic elites & higher unemployment
perpetual change’
culuture that not sustainable & little to encourage long-term solutions to chronic organisational & social problems.
change management v
changes - plan works & problems solved
smaller changes
minimise disruptions/dont go over budget -control
training
task forces
executive sponsor watches over to check
v change leadership
leadership - faster smarter more efficent
more large scale chnages
urgency
empowering people
less control
various reasons why an organisation should adopt change and innovation objectives.
change perspectives
quality control
cost of quality
prevention costs
appraisal costs
measuring quality achieved
internal costs of defects
found during production
external costs of defects
reaches customer
ISO 9000
int qual management system
EFQM- alternative model
understand cause/effect
quality assurance
finished products meet cust needs/expectations
quality control
technical fulfilment of quality
six sigma