Presentazione di PowerPoint

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EUROPEAN UNIONEuropean Social Fund Art.6
Innovative actions
Innovative Re-Organization Networking
Telecommunications Industry Medium Enterprises
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The Change Management Model - for Iron Time
project - is based on two organizational
theories H. Mintzberg and G. Morgan

• We choose these 2 theories as the most suitable
  for SMEs context.
• We decided to use URMET TLC S.p.A. as our testing
  environment, because it
• operates in a dynamic market (ICT)
• is a medium sized enterprise
• has 3 main locations in Italy
• employees highly professional profiles

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Mintzberg Theory Focus on professional
bureaucracy and not only on hierarchical roles
specific duties and tasks are assigned to all
staff, not just to managerial positions
Morgan Theory Focus on a holographic view of
the business the criteria typically used for
communication and co-ordination can be applied to
enterprises.
From theory to practice

• Mintzberg Theory
• Morgan Theory

Highlights for Iron Time project
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Highlights

• The ability to forecast future trends
• Cultural Innovation
• The changing needs of internal and external
  customers
• The need to motivate and recognize the value of
  employees
• Efficient communication system and policy
  (internal and external)
• Aligning company image to new strategies
• Market needs and product changes knowledge

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Change management model
The proposed model is a MIX of the 2 above
theories One based on a mechanical system and
one representing the ideal model of a
professional organization. The aim is to give
new direction to the organizational structure by
modifying and updating the responsibilities and
assigned tasks to staff, while maintaining the
existing hierarchy.
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Is this model transferable?
We asked, interviewed, surveyed 18 Manager in 18
companies around Europe about the possibility of
successfully implementing this model
?
U.K.
Italy
Spain
Belgium
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Is this model transferable?

• The answer is YES!
• In order for this model to work and be
  implemented efficiently, here following are the
  key elements to focus upon
• The structure of a company (divisional,
  functional, its matrix, the hierarchical ladder
  etc.) and the size of the company
• The productive area and reference market
• The organisation of work (focusing on duties
  and
• responsibilities)
• The professional typologies
• The company culture

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Job specialization
Business diversification
Listening
Strategic Area
Flexibility in decision-making
Mintzberg
Planning
Cultural Innovation
TRAINING
Change Management
Professional relationship
Morgan
Local autonomy
Management of border relationship
Organizational Area
Technological innovation
Group values
Co-ordination
Socio-organizational innovation
Shared values
Programming