سیستم پشتیبانی تصمیم گیری برای مدیریت تغییرات سیستم
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|448||1999||11 صفحه PDF||سفارش دهید||1 کلمه|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : Technovation, Volume 19, Issue 8, August 1999, Pages 483–493
Through the passage of time, various different approaches such as total quality management (TQM) and business process re-engineering (BPR) have been presented to operations as offering the potential for performance improvement and innovation. These approaches have been implemented across the globe and have had varied results. Approaches have been implemented with huge success in one organisation, only to result in absolute failure in another. The question of `why does this happen?' has been continually asked by researchers, and opinion points to the presence or absence in the project implementation of specific enablers or levers of change, together with a methodology which incorporates these levers. Researchers state that finding the right change management process can give an organisation a 99% chance of success. This paper looks at five key factors in developing a successful innovation management process that can guide organisations towards achieving performance goals. The five factors are: group management, strategic planning, empowerment, systems engineering and lifelong learning. A new methodology is introduced which gives organisations a step by step approach to implementing the innovation process successfully. The methodology is supported by a set of modelling and analysis tools which help in the design and development of many of the critical success levers. The combination of levers, methodology and tool-kit offers a roadmap to managers and designers for achieving successful performance improvement and innovation within the organisation.
Every organisation invests significant resources in developing its performance through the introduction of new technology and processes. Research has demonstrated that investments in organisation development often only have a 50% chance of success (Jaikumar, 1986). The difference between success and failure depends on how the change is managed. The greatest cost for the organisation as a result of failure is the loss of morale or an increase in cynicism among employees about future plans, goals or strategies of the organisation. Innovation must be at the kernel of the organisation, not only in respect to aspects such as `new product development' but throughout all aspects of the business. The operation of all processes should be questioned and innovative change should be sought out and implemented. Any change, which is undertaken by the organisation, has the potential to become a competitive weapon or corporate millstone. A beneficial change undertaken by the organisation can improve its competitive advantage relating to external and internal competition. This will develop an organisational culture which actively embraces innovative change in order to develop the organisation. This paper examines a number of issues relating to how change is managed within a manufacturing enterprise and the systems and tools which are necessary to support innovative change. It begins with a brief overview of the development of organisational change theory and then examines the key factors essential to creating a good process for systems innovation. A methodology and associated tool-kit are introduced which facilitates organisations in managing innovative change effectively.
نتیجه گیری انگلیسی
This paper addresses the issue of systems innovation within an environment of the manufacturing organisation. The concepts of organisational development have evolved, with each new approach embracing the useful characteristics of the approaches which preceded it. At this current time, organisational development is evolving to take on board a systems analysis perspective of the manufacturing organisation. The levers of group management, strategic planning, empowerment, performance measurement, systems engineering and learning environment are the primary means by which any change programme is driven in an organisation, and their theories have evolved from significant past breakthroughs with respect to organisational development. Understanding these factors is critical to finding the methodology and tools needed to support innovative change. The solutions proposed in this paper present realistic supporting mechanisms for effectively managing innovative change in a systemic manner. By understanding the process of systems innovation, then an organisation increases the likelihood that their specific innovation programme will be a success.