organizationaldesignceosupplement(doc17)-经营管理(编辑修改稿)

organizationaldesignceosupplement(doc17)-经营管理(编辑修改稿)内容摘要：

Shapes the anizational design (including structure, processes, measures, and petencies) to align with the strategic intent  Performance Management – Establishes anizational goals to achieve strategic objectives and aligns performance objectives and measures with rewards and recognition accordingly  Vision amp。 Strategy – Creates and municates a vivid and pelling future  Leadership – Rallies and mobilizes mitted people to take ownership of strategy implementation to realize the vision and achieve anizational goals In addition, the CEO can take responsibility for execution of the strategy or the execution can be delegated to the COO level. Execution typical includes:  Marketing and sales  Strategic partnering  Delivery and operations  Internal infrastructures  Technology, innovation, and HR development Remendation We remend that the CEO maintain full management responsibility of Met Technologies in its initial stages. We remend, however, that a migration be planned to a more strategic focus starting immediately with implementation of the new structure. We suggest that the CEO’s operational role be limited to strategic direction and high level performance management of the operating units. Leaders of those units would be empowered with daytoday operations and held highly accountable for their performance and results. The CEO would be accessible to provide guidance, advice, encouragement, and support. Over time (within 12 to 18 months), we envision the migration to evolve to the appointment of a Chief Operating Officer. Met Technologies Organization Design 7 Confidential – Met Technologies Corporation GROUP MANAGER DYNAMICS AND COMPETENCIES Group Manager Involvement Group Managers have been interviewed and have reviewed the Organization Design Team’s work and conceptual alternatives. They are now to the point where they have questions about how they will individually fit in the new structure, details about how the transition will be implemented, and how their concerns and issues will be addressed. In general, the group managers would like to participate more in the finalization, planning and implementation of the new design. The following are remended initiatives designed to seek Group Manager involvement, participation, and buyin: Commitment Session Conduct a twopart, facilitated “mitment session” with the Group Managers prior to the Road Show. The objectives of the session are:  Assimilate content of Organizational Design Work, discuss various options, and gain consensus  Present and discuss a preidentified list of anizational barriers, issues and strategies  Gain feedback, buyin, and mitment of the Group Managers  Develop details around the transition plan, executive sponsorship, and other needed interventions Discernment Process Appreciation, inclusion, and support are the three things all people want most from their leaders. Group Managers generally describe a degree of disconnection between themselves and their CEO. This situation is not unmon in anizations undergoing rapid change。 however, it often does cause dysfunctional behavior. It often requires the CEO to proactively invite their executives to participate and to input into the change process. Times of stress within an anization require the CEO to emphasize inquiry over advocacy, and like a golf swing, it can feel very unnatural and nonproductive at first. Due to the timing and the urgent need for shared buyin, we remend that a series of oneonone meetings be scheduled with each of the Group Managers. Topics and objectives for the sessions include:  Surfacing individual goals and passions in the new Met Technologies  Exploring how each individual wants to contribute  Seeking input on direction and anizational changes  Seeking input on the need for, and direction of, change in leadership team dynamics Executive Leadership and Teaming Competencies The true power of anizations lies within its people. Effective leadership involves invoking and providing the right reaction for the situation. Enlightened leaders can move up and down the leadership continuum effectively and fortably. Effective leaders do more responding, and less reacting. Organizations undergoing transformational change need a shift in leadership style far different from the style needed to manage a stable anization in a mature market. The success Met Technologies Organization Design 8 Confidential – Met Technologies Corporation of transformational anizations is also far more dependent on the ability of the highest executive leadership to share a mon vision, collaborate, and to drive to anizational goals. The following is a table listing typical behaviors of leaders in more stable, mature environments versus leadership qualities desirable in changing and creative anizations: LEADERSHIP STYLES LEADERSHIP BEHAVIOURS IDEAL IN SETTLED ORGANIZATION LEADERSHIP BEHAVIOURS IDEAL IN CHANGING ORGANIZATION Feels the need to have all his or her own answers. Has no ego driven need to have all his or her own answers. Is tell oriented. Is listen oriented. Makes all the decisions personally Empowers the people to make decisions. Pushes the anization for results. Pulls the anization toward a vision. Analyses, analyses, analyses Listens to intuition. Creates sporadic motivation. Generates lasting mitment. Is highly opinionated. Is openminded. Teaches subordinates to expect direction. Teaches importance of selfresponsibility. Is in a selfprotect mode. Models selfresponsibility. Is afraid of losing control. Knows relaxing control yields results. Focuses on finding and fixing problems. Focuses on building on strengths. Quick to fire those who fail. Teach。