 The Difficulty of Changing Endogenous OrganizationsFrançois Dupuy
Chapter 7 in Business for the 21st Century, 2011, pp 141-165 from Palgrave Macmillan Abstract: Abstract When one lets work or the customer slip, one creates near-insurmountable handicaps that are tackled only when driven by necessity. This explains why, unsurprisingly, change is always more reactive than proactive. But generally it remains purely ‘cosmetic’. To be properly thought out, well-designed and genuine, change requires a thorough understanding of how things work in reality, rather like what I have tried to share with the reader in the case studies in this book. That is what distinguishes structure, where modifications brought about through succeeding ‘reorganizations’ change little, from how an organization actually functions and, in the process, enables us to identify the levers available in order to change the way actors behave. This is because this is the key, as we have seen in some of the examples in previous chapters: as long as we do not change what people do, we have done little but paper over the cracks, hence the expression ‘cosmetic change’. Keywords: 21st Century; Production Technician; Hospital Manager; Head Office; Personnel Department (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-30772-8_8 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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