Gruppe effektivitet Gruppe Udvikling Tid Første etape ’Forming’ Anden etape ’Storming’ Tredje etape ’Norming’ Fjerde etape ’Performing’ Femte etape ’Adjourning’

Præsentationer af emnet: "Gruppe effektivitet Gruppe Udvikling Tid Første etape ’Forming’ Anden etape ’Storming’ Tredje etape ’Norming’ Fjerde etape ’Performing’ Femte etape ’Adjourning’"— Præsentationens transcript:

1 Gruppe effektivitet Gruppe Udvikling Tid Første etape ’Forming’ Anden etape ’Storming’ Tredje etape ’Norming’ Fjerde etape ’Performing’ Femte etape ’Adjourning’

2 Kulturkort FortællingerSymboler Ritualer Magtstrukturer Kontrol- systemer Organisations- strukturen Paradigmet for Organisationen

3 Paradigmet Virksomheds Performance Implementering Udvikling af Strategi Trin 1 Stramme kontrol Trin 3 Opgiv Paradigmet Og få et nyt Trin 2 Rekonstruer Eller udvikle en ny strategi Hvis utilfredsstillende Dynamikker i paradigmeskift

4 Fire typer organisationskultur      MagtkulturenRollekulturen OpgavekulturenPersonkulturen

5 Mission Formål og målsætning Vision, værdier og forventninger Strategi Formulering Alternativer Vurdering og valg Strategisk kontrol Strategi implementering og planlægning Situations analyse Omgivelser Muligheder/ Trusler Organisations ressourcer og kvalifikationer Police og forretningsorden Strategisk management Hvorfor?Hvad?Hvordan?Retningslinjer

6 OrganicMechanistic Specialized differentiation and definition of tasks in the organization Hierarchical supervision and reconciliation of problems Precise definition of job responsibilities, methods, rights and obligations. (Perceived) location of superior knowledge at the top of the hierarchy. Vertical interaction of individuals between subordinate and superiors. Insistence on loyalty to organization and obedience to superiors. More prestige attached to job than to general knowledge, experience and skills. Contributive nature of special knowledge to the total concerns of the total concerns of the organization. Redefinition of tasks and responsibilities through interaction with others. Commitment to the organizations beyond any technical/precise definition; such commitment more valued than loyalty. Network structure of control, authority and communication. Omniscience not imputed to senior executives; knowledge located anywhere in the organization and this location may become centre of authority for given issue. Lateral, rather than vertical, direction of communication. Communication consists of information and advice rather than instructions and decisions. Organic vs. Mechanistic Managementstyle

7 Serious entry into the market Selective growthAll-out struggle Limited expansion or withdrawal Selective expansion Maintenance of superiority Loss minimizingOverall harvestingLimited harvesting LowMediumHigh Low Medium High Corporate strengths Market attractiveness Ni standardiserede strategier

8 Profitstrategi Market structureStrategy and tacticsPerformance Market differentiation Market growth rate Entry conditions Unionization Capital intensity Purchase amount Competitive position Relative perceived quality Relative market share Relative capital intensity Relative cost Pricing R&D spending New product introductions Change in relative quality and variety of products/services Market expenses Distribution channels Relative vertical integration Workforce productivity Profitability (ROS, ROY, etc) Growth Cash flow Value enchantment Stock (share) price

9 Stakeholderkort Magt Legitimitet Presserende behov Dominerende stakeholder Passiv Stakeholder Diskret Stakeholder Krævende stakeholder Afhængige Stakeholder Definitive Stakeholder Farlige Stakeholder

10 Forandringskvadrant Foranding Organisation Foranding Organisation Koldt Varm Koldt Innovation Transformation Implementering Intervenere

11 Koordinator Afslutter Opfinderen Specialisten holdkammerat Monitor Implemeter Shaper Resource investigator Menneskelige roller Intellektuelle roller Beslutnings roller  Belbin’s team roles