Rubber Company : analyse du processus de changement organisationnel

Étude de cas Entreprises & gestion Management organisation

Date de publication :

20/02/2009

Langue :

Anglais

Format :

.doc

Nombre de pages :

8 pages

Niveau :

avancé

Consulté :

1 fois

Avis client :

non évalué

Validé par :

le comité Oboulo.com

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Sommaire :

Sommaire

How did the change process start at the Rubber Company?
1. First objective: improve cooperation and synchronism between business units
2. M3C objective
3. How was the change in the company structure carried out?
How did the change process start in the Industrial Activities Department?
1. The Reliability Matrix
2. The Autonomy
How to communicate the stake of the mission to the colleagues?
How to implement the change process?
What is the impact of using the Autonomy Curve and Reliability Matrix protocols?
1. First impact: the competencies increase
2. Second impact: the accent put on engagement
3. Third impact: a change of mentality
4. Fourth impact: a daily application of these principles
How can the colleagues contribute to the adjustment of the change process?
What are the main improvments in the functioning and the performance of the Industrial Activities Department?
1. Anticipation
2. Increase of initiative, empowering and autonomy
3. Sense of responsibilities and cooperation
4. Observable improvements
What is today the climate?
1. A defeatist initial situation
2. M3C saved the French factory
What are the results of the implementation of the change model and of the contextual drive-ship methods?
How did the training on the M3C help to drive the change process? Implementing the Cooperative Contextual
1. A better understanding of the role of a leader
2. A modification of work relationships
3. Elaboration of a statement
4. Communication and participation
5. Testing the viability of the change

Résumé :

"The difficulties in applying change processes and systems in the traditional life cycle of any given company, and the creation of a successfully change management roadmap, to be integrated into the diagnostic of any given company". Change process often needs to be provoked by a person who is extern to the company, independent and objective about the company situation. In this case, an audit is useful to make company realising its weaknesses
This audit allowed the company to have an impartial vision on its global operation, to have data on main issues and to start implementing the improvements necessary: more communication in order to increase the company global profitability.
That means communication is not developed enough at the present time, that blocks company effectiveness by increasing delays and costs.

Improve cooperation and synchronism between business units
CEO wanted to implement a systemic change based on the Model of Cooperative Conceptual Change (M3C) which consists in:
- managers training to new managerial tools and techniques
- the intervention of an external trainer (Virginie) to change team and individual behaviour
- inciting managers to have a daily pro-active attitude, making them able to realise the impact of their actions thanks to models.

Increase company global effectiveness by using the following tools:
- more communication between teams and business units
- Empowering and autonomy of managers in order to decrease the decision-making process time.
- cooperation and "co-opetition"

That is why the CEO took the following decisions:
- to modify the structure of the company in departments and units linked to the supply chain in order to synchronize production and sales and to increase cooperation between departments
- to implement specific goals for each department: indeed, change process need to be strongly organized at the beginning. It is necessary to communicate with teams and define clear goals in order people do not feel excluded or lost in the change process. Employees must be part of the change and actively participate.