unit 4 change

• Overhaul：checked thoroughly, and repaired if necessary
©Prentice Hall, 2001 4
• innovative products, including combined cell phone and handheld devices, flat-screen TVs, and ultrathin laptops. • Following his announcement, Lee faced a number of barriers in bringing about change at Samsung. Two barriers were particularly thorny. One was a lack of concern for quality. The company’s historical focus on production volume encouraged employees to emphasize quantity rather than quality. So defective products were seen as just a “necessary evil” that comes form high volume. The other was employees who were afraid to speak out. The hierarchical and deferential culture of Samsung discouraged employees from questioning authority or “thinking outside the box” （free one’s mind跳出框架思考；解放思想）.
©Prentice Hall, 2001
2
Workforce
World Politics
Technology
Forces For Change
Economic Shocks Competition
Social Trends
©Prentice Hall, 2001
3
Revolutionary Change in Samsung
• Deferential：polite and respectful toward someone else. 谦恭的
©Prentice Hall, 2001 5
• To overcome these barriers and to make his New Management a reality, Lee introduced a number of radical changes. To improve quality, he implemented a Line Stop system that allows any worker to shut down production if a defect is found; adopted a quality management program that establishes a goal of no more than 3.4 defects per million parts or procedures; and introduced a number of other advanced qualitycontrol methods. To deal with his employees’ complacency, Lee challenged them to “change everything except your spouses and children.” To shake up Samsung’s culture, employees in the field were empowered with much greater decision-making authority; senior managers were required to leave their offices and visit the field regularly; unnecessary or
• On June 7, 1993, Samsung’s chairman, Kun-Hee Lee, officially announced his “New Management” policy. His goal? To completely overhaul the Samsung organization. Instead of focusing on producing cheap products that were copycats of stuff designed by others, Lee challenged his staff on turn Samsung into a truly innovative company, applying cutting-edge technology. • A decade later, Lee has achieved his goal. For instance, today the South Korea-base in memory chips, LCDs, monitors, and Braun tubes. And it has introduced a number of
©Prentice Hall, 2001
7
Types of Retail outlet
size prices Product range wide wide Very narrow narrow wide Length and Customer frequency of service visits level Average,fre quent Long,less frequent Very short, frequent Short, frequent Long,less frequent
• Change is a pervasive influence. We are all subject to continual change of one form or another. Change is an inescapable part of both social and organizational life. • Organizational change is the movement of an organization away from its present state and toward some desired future state to increase its effectiveness. • Why does an organization need to change that it performs its activities? Organizations face a dynamic and changing environment. This is requiring organizations to adapt in order to survive.
• Complacency: being complacent about a situation
6
• inconsistent regulations were eliminated; jobs were restructured so that engineers and designers from across the company were forced to work together on multiple projects; and breaking with the company’s longtime tradition of lifetime employment, a number of senior managers were fired to make room for younger and more aggressive leaders. • In 2003, for instance, the company earned $5 billion on sales of $36 billion. Profits in 2004 were expected to top $7.5 billion. This success in highly competitive global markets is in no small part due to Lee’s New Management and ongoing commitment to change.
Unit 4 Change
“It’s not the strongest species that survive, not the most intelligent, but the most responsive to change.” Charles Darwin
Forces For Change
• • • • • • • complacent: very pleased with themselves or feels that they do not need to do anything about a situation, even though the situation may be uncertain or dangerous. 自满的; 盲目乐观的 depot: a place where large amounts of raw materials, equipment, arms, or other supplies are kept until they are needed. 仓库; 库房 Point-of-sale:零售终端；销售网点 till： a counter or cash register where money is kept, and where customers pay for what they have bought. (商店等的) 收银台; 收银机 embark on something： start doing something new, difficult, or exciting. 开始从事 revert to: go back to a previous state, system, or type of behaviour 恢复 (先前的状态、制度或行为) Disproportionate: surprising or unreasonable in amount or size, compared with something else. 不成比例的