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Changing by design : organizational innovation at Hewlett-Packard /
Hewlett-Packard is among a growing number of companies in the United States exploring what is called sociotechnical systems (STS) redesign. As competitive pressures have grown, interest in STS redesign has increased because it has the potential to catalyze comprehensive organizational change and avo...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Ithaca, N.Y. :
ILR Press,
1997.
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| Temas: | |
| Acceso en línea: | Texto completo |
MARC
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| 100 | 1 | |a Zell, Deone. | |
| 245 | 1 | 0 | |a Changing by design : |b organizational innovation at Hewlett-Packard / |c Deone Zell. |
| 264 | 1 | |a Ithaca, N.Y. : |b ILR Press, |c 1997. | |
| 300 | |a 1 online resource (x, 180 pages) : |b illustrations | ||
| 336 | |a text |b txt |2 rdacontent | ||
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| 504 | |a Includes bibliographical references (pages 163-171) and index. | ||
| 505 | 0 | |a A new economic landscape -- Introduction -- The rise and fall of mass production -- New business principles and practices -- Strategies for change -- Work redesign at Hewlett-Packard -- The setting and research methods -- The Roseville Surface Mount Center redesign -- The Santa Clara Division redesign -- Changing by design -- Redesigning organizations as systems -- Harnessing human potential. | |
| 520 | |a Hewlett-Packard is among a growing number of companies in the United States exploring what is called sociotechnical systems (STS) redesign. As competitive pressures have grown, interest in STS redesign has increased because it has the potential to catalyze comprehensive organizational change and avoid the pitfalls of a piecemeal of small-scale approach. STS redesign works from the ground up, involving front-line employees in both analysis of the entire organization and creation of a new design. In Hewlett-Packard's California Personal Computer Division, production operators worked alongside managers to redesign their printed circuit board assembly line into self-managing teams of employees. In the Santa Clara Division, a very different workforce of engineers, initially unwilling to standardize their creativity, had to develop commercial applications and become more responsive to customers in order to survive. On the basis of Hewlett-Packard's success, Zell concludes that with top-level support and a high investment of resources at the outset, redesign can inspire relatively rapid change, especially suitable for organizations in fast-paced environments. As one HP manager commented, "Empowerment is no longer a nice thing to do. It is now a business imperative." | ||
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| 610 | 2 | 0 | |a Hewlett-Packard Company |x Management. |
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| 650 | 6 | |a Changement organisationnel. | |
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| 650 | 6 | |a Changement organisationnel |z États-Unis |v Études de cas. | |
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| 650 | 7 | |a Management |2 fast | |
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