EUROPEAN UNION European Social Fund Art.6 – Innovative actions
Innovative Re-Organization & Networking
Telecommunications Industry Medium Enterprises
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The Change Management Model - for Iron Time project is based on two organizational theories: H. Mintzberg and G. Morgan
We choose these 2 theories as the most suitable for SMEs’ context. We decided to use URMET TLC S.p.A. as our testing environment, because it • operates in a dynamic market (ICT) • is a medium sized enterprise • has 3 main locations in Italy • employees highly professional profiles
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Mintzberg Theory: Focus on professional bureaucracy and not only on hierarchical roles: specific duties and tasks are assigned to all staff, not just to managerial positions
Morgan Theory: Focus on a holographic view of the business: the criteria typically used for communication and co-ordination can be applied to enterprises.
From theory to practice…
Theory •Morgan Theory
•Mintzberg
Highlights for Iron Time project
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Highlights
The ability to forecast future trends Innovation
Cultural
The changing needs of internal and external customers The need to motivate and recognize the value of employees Efficient communication system and policy (internal and external)
Aligning
company image to new strategies
Market needs and product changes knowledge
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Change management model
The proposed model is a MIX of the 2 above theories: One based on a mechanical system and one representing the ideal model of a professional organization.
The aim is to give new direction to the organizational structure by modifying and updating the responsibilities and assigned tasks to staff, while maintaining the existing hierarchy.
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Is this model transferable?
We asked, interviewed, surveyed 18 Manager in 18 companies around Europe about the possibility of successfully implementing this model
U.K.
Italy
Belgium
Spain
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Is this model transferable?
The answer is YES!
In order for this model to work and be implemented efficiently, here following are the key elements to focus upon:
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The structure of a company (divisional, functional, its matrix, the hierarchical ladder etc.) and the size of the company • The productive area and reference market • The organisation of work (focusing on duties and responsibilities) • The professional typologies • The company culture
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Business diversification Flexibility in decision-making
Job specialization Listening Planning
Strategic Area
Mintzberg
Cultural Innovation
TRAINING
Change Management
Professional relationship
Morgan
Management of border relationship Group values Co-ordination
Local autonomy Technological innovation
Organizational Area
Programming
Socio-organizational innovation Shared values
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