首页
登录
职称英语
[originaltext] The other division did not experience comparable improvements.
[originaltext] The other division did not experience comparable improvements.
游客
2025-01-16
10
管理
问题
The other division did not experience comparable improvements. Its leaders, in contrast to those of the first group, failed to see the program’s value — perhaps because they were not under the same pressure to change. Their short-term performance was good, after all. The CEO and his senior team had not assessed each division’s receptiveness to the new vision and readiness to carry it out, nor had they made clear the type of organizational transformation they expected. As a result, the two divisions responded quite differently to the same program.
Contrast Cardo’s experience with how ASDA, a grocery chain in the U. K. , approached its transformation in the 1990s. Archie Norman, the CEO at the time, led a turnaround of the company and its 200 stores by avoiding the fallacy of programmatic change — that is, the common impulse to roll out sweeping, companywide initiatives without gauging local readiness. ASDA began by creating a few model stores that demonstrated the leadership and organizational capabilities needed to build a more employee- and customer-centric culture. The company then devised a "driving test" to assess the remaining stores’ capacity to implement what came to be known as the ASDA Way of Working. A store would receive corporate funds to invest in needed physical changes only if it passed the driving test. Stores that did not pass received consulting support from a corporate transformation team and then retook the test. If a store failed the test again, its manager was replaced.
Even in companies with strong leaders and healthy cultures, discrete units require distinctive roles, responsibilities, and relationships — and distinctive capabilities to function in them. Moreover, each unit is probably at a different stage in its development. So CEOs and their HR chiefs must be sensitive to local variables when defining an integrated change agenda — one that simultaneously addresses performance improvement and capability development. To do that, they should answer the following questions, first at the top and then in each major unit;
- Is the leadership team aligned around a clear, inspiring strategy and set of values?
- Has the team collected unvarnished employee feedback about barriers to effectiveness and performance — including senior managers’ own behavior?
- Has the team redesigned its organization, management systems, and practices to address the problems revealed by that diagnosis?
- Is HR offering consulting and coaching to help employees learn on the job so that they can practice the new attitudes and behaviors required of them?
- Do corporate training programs properly support the change agenda, and will each unit’s leadership and culture provide fertile ground for it?
If your answer to any of those questions is no, your company is probably (with the best of intentions) overinvesting in training and education and failing to put talent development in its proper strategic change context.
选项
答案
The other division did not experience comparable improvements.
Its leaders, in contrast to those of the first group, failed to see the program’s value — perhaps because they were not under the same pressure to change. Their short-term performance was good, after all. The CEO and his senior team had not assessed each division’s receptiveness to the new vision and readiness to carry it out, nor had they made clear the type of organizational transformation they expected.
As a result, the two divisions responded quite differently to the same program.
Contrast Cardo’s experience with
how ASP A, a grocery chain in the U. K. , approached its transformation in the 1990s.
Archie Norman, the CEO at the time, led a turnaround of the company and its 200 stores by avoiding the fallacy of programmatic change — that is, the common impulse to roll out sweeping, companywide initiatives without gauging local readiness. ASDA began by
creating a few model stores
that demonstrated the
leadership
and organizational capabilities needed to build a more employee- and customer-centric
culture
. The company then
devised a "driving test" to assess the remaining stores’ capacity
to implement what came to be known as the ASDA Way of Working. A store would receive corporate funds to invest in needed physical changes only if it passed the driving test. Stores that did not pass received consulting support from a corporate transformation team and then retook the test. If a store failed the test again, its manager was replaced.
Even in companies with strong leaders and healthy cultures, discrete units require distinctive roles, responsibilities, and relationships — and distinctive capabilities to function in them.
Moreover,
each unit is probably at a different stage in its development.
So
CEOs
and
their HR chiefs must be sensitive to local variables when defining an integrated change agenda — one that simultaneously addresses performance improvement and capability development.
To do that, they should
answer
the following
questions
, first at the top and then in each major unit:
- Is the leadership team aligned around a clear, inspiring strategy and
set of values
?
- Has the team collected unvarnished
employee feedback
about barriers to effectiveness and performance — including senior managers’ own behavior?
- Has the team
redesigned its organization, management systems
, and practices to address the problems revealed by that diagnosis?
- Is
HR
offering consulting and coaching to
help employees learn on the job
so that they can practice the new attitudes and behaviors required of them?
- Do corporate
training programs properly support
the change
agenda
, and will each unit’s
leadership and culture provide fertile ground
for it?
If your
answer
to any of those
questions is no, your company
is probably (with the best of intentions) overinvesting in training and education
and failing to put talent development in its proper strategic change context.
解析
转载请注明原文地址:https://tihaiku.com/zcyy/3915941.html
相关试题推荐
Whatdoesthispassagetalkabout?[br][originaltext]Facebookistakingav
Whatdoesthispassagetalkabout?[br][originaltext]Facebookistakingav
Whatdoesthispassagetalkabout?[br][originaltext]Facebookistakingav
WhatisthesimilaritybetweenDanoneandDeoleo?[br][originaltext]TheFre
WhatisthesimilaritybetweenDanoneandDeoleo?[br][originaltext]TheFre
WhatisthesimilaritybetweenDanoneandDeoleo?[br][originaltext]TheFre
WhatisthesimilaritybetweenDanoneandDeoleo?[originaltext]TheFrenchgo
WhichplaceisnotintheplanofWenZhong?[br][originaltext]WenZhongis
WhichplaceisnotintheplanofWenZhong?[br][originaltext]WenZhongis
WhichplaceisnotintheplanofWenZhong?[originaltext]WenZhongistakin
随机试题
ThefollowingcontainsthemaininformationofDirectionforUse.Youarerequir
Everyonewouldhaveheardthefamousphrase"Angerisoneshortofdanger".
Astheworld’surbanpopulationgetsbigger,citiesarestrugglingtoprovid
临时用电工程必须经编制、审核、批准部门和使用单位共同验收,合格后方可投人使用。
5岁男孩,1周前不慎跌倒,被一钝物碰撞鼻根部,当时右侧鼻腔有少量流血,未作特别处
建设单位应当将大型的人员密集场所和其他特殊建筑工程的消防设计文件报送公安机关消防
下列泥石流类型中,按泥石流的流体性质分类的是()。 A.水石流B.泥流C
藏獒是世界著名的大型猛犬,原产于我国青藏高原,其性格刚毅,力大凶猛,是世界上唯一
客户风险的基本面指标不包括()。A.品质类指标 B.技术类指标 C.实力类
依据《危险化学品安全管理条例》的规定,下列说法错误的是()。A.个人不得购买
最新回复
(
0
)