Presentation on traditional organizations, their management and the way they cope with change. How can weaknesses in innovation, learning ability and cooperation be eliminated?
13. Traditional organisation Co-organisation
Top-down Relations
Rules Agreements
Management Leadership
'Employees' ‘Professionals’
Influence is indirect. Procedures, Influence is direct.
structures, job descriptions Interaction
Management is responsible Intrinsic motivation
for motivation of employees of employees
16. Traditional organisation Co-organisation
Top-down Relations
Rules Agreements
Management Leadership
No hassle, please Hassle is obligatory
Keep it nice and clean No denial
Under the table Everything on the table
Predictable outcome Breakthroughs
17. Traditional organisation Co-organisation
Top-down Relations
Rules Agreements
Management Leadership
No hassle, please Hassle is obligatory
Resistance is unwillingness Resistance is concern
Power Don’t remove, use it
Push through From fear to courage
18. Traditional organisation Co-organisation
Top-down Relations
Rules Agreements
Management Leadership
No hassle, please Hassle is obligatory
Resistance is unwillingness Resistance is concern
Find broad support Right decisions require
no explicit support
Everyone talks along,
nobody decides Trust, instead of support
Office politics
19. Traditional organisation Co-organisation
Top-down Relations
Rules Agreements
Management Leadership
No hassle, please Hassle is obligatory
Resistance is unwillingness Resistance is concern
Find broad support Right decisions require
no explicit support
Come up with solutions Get common understanding
of the problem
Devised by management
Inspire professionals to take
‘Accept my solution’ responsibility
20. Traditional organisation Co-organisation
Top-down Relations
Rules Agreements
Management Leadership
No hassle, please Hassle is obligatory
Resistance is unwillingness Resistance is concern
Find broad support Right decisions require
no explicit support
Come up with solutions Get common understanding
of the problem
21. Let me know what you think
Linkedin
http://nl.linkedin.com/in/basschrover
Twitter
@BasSchrover
Email
b.schrover@eurogroupconsulting.nl
Thanks
22. credits
photos books
1. flickr/palmdiscipline/168363021 Collins, J.C. en Porras, J.I. (1994). Built to
Last: Succesful habits of visionary companies
2. www.motorsporza.nl/autosport/overig-autosport/video-stukje-historie-met-de-t-ford/
Swieringa, J. en Jansen, J. (2005). Gedoe
3. www.terramaja.nl/uploaded_files/bavianen komt er toch. Zin en onzin over
organisatieverandering
4. pietdevaere.be/othersites/klaskrant/wp-content/uploads/2011/05/rules
5. screenshot van Hudsucker proxy. Imdb.com/title/tt0110074 Kotter, J.P. (1996). Leading change
6. stockcharts.com/freecharts/historical/images/djia1900s
7. istockphoto.com/13235442 thanks
9. flickr/simpleeffulgence/4095657528 Bon Beau Joli, Jesse Dee, Erik Dirven, Frank
Versloot and my colleagues at Eurogroup
8. images.20x200.com/art/images/1141_artworkimage Consulting. Bas Schrover.
10. www.brown-jones.com/RapidCat/WebSiteFiles/1131/Blog/1003//Hands_raised
11. farm1.static.flickr.com/94/253036292_e0251aed36
12. walkingasjesusdid.blogspot.com/2011/06/lets-talk-about-sex
13. www. wayfaring.info/wp-content/uploads/2010/02/Maze
14. www.kotterinternational.com/kotterprinciples/our-iceberg-is-melting
15. www.flickr.com/photos/mickie/44863659/sizes/z/in/photostream/
16. successbeginstoday.org/wordpress/wp-content/uploads/2008/01/problems
17. www.wasknijper-5.nl/wasknijper/images/wasknijper6.jpg
18. my documents/Bas Schrover