MGMT20001 Final: MGMT20001 Exam Notes - Automakers Case Study
AUTOMAKERSOFAUSTRALIA
Communication:
QWL:
Functionalperspective:
1. Functionaldesign:changelearning,problemsolvingandadaptation.
2. Networks:formalmanagerstargetingthemselves/othermanagers.
3. Channel:facetofacescheduled.(richness:high,spontaneity:low,timecommitment:
high)
4. Direction:upwardanddownwardbetweendifferentlevelsofmanagers.
5. Frequencyandload:toolittlewithdrawmentoflevel1,level3hardlyawareofchange
effortduetoinabilitytoattendmeetings/lackofexposuretoconsultants.
committeemeetingweeklyasmembersofmanagementcommittees
Thefrustrationoflevel1resultedinwithdrawment>jokeamonglevel2thattheonly
waytofindoutwhatwasgoingonwastoaskthesweeperwhocleanedtheofficesofthe
level1committee.
ManyLevel3participantswerehardlyawareofthechangeeffortdueto:alack
ofexposuretotheconsultants;thefailuretoprovideresourcestosupportthe
changeeffort;alackofrewardsforchangedbehaviour;andtheinabilitytoattend
meetingsduetoalackofpersonnel.
Eventualsuccess:
Meaningcentredperspective:
TheDevelopmentalMetaphor
Buildanddevelop.Changeagent=coach.Buildingonfoundationsanddevelopingpeople.
Participativedecisionmaking,encouragingculture,egalitarianpower.
Oneparticularmanageroflevel1committee:actasaBRIDGE(metaphor)betweenthe
consultantsandothermanagers,passingonwhathelearnedandprovidingfeedback.
Metaphor:theconsultantsareaschool,andthemanagersarestudents.
Meaningcentredperspective:
TheTransitionalMetaphor
Moveandrelocate.Changeagent=guide.Leaveoldwaysbehind,findsomeonetotakeus.
Planned/adaptivedecisionmaking,analyticalculture,topdownpower.
Aproductionmanagerconvincedhissubordinatestotakeonnewmanagementstyle
thisresultedinmarkedimprovement.Metaphor:theyareFOLLOWERS.Imitationofthis
SOLDIERbyhisunquestioning,loyalfollowers.
Culture:
Identifyaculture:
Observablesymbolsno
Physicallayoutno