L'action sur le contexte organisationnel dans le cadre de la mise en œuvre d'une nouvelle stratégie

Abstract : This research is concerned with changes in organization methods. Why do some organizations have to radically revise their structures and their working methods ? How does general process of change take place ? What are the results and the complete change problems incurred ? These are the main questions asked. The approach taken is empirical. Longitudinal studies have been carried out in four domains : of French electronic group, the subsidiary company of a British chemical group and two establishments of an oil company one industrial, the other commercial. The observations recorded show the complexity of a process of change. The decision to start up such a process is linked to a significant modification in the working environment as well as the existence of problems of integration. In the space or three to four years, structures evolve, new information systems and decision processes are enforced new personnel policies are defined. These changes are accompanied by a new way of seeing things and notably the elaboration of a business project. The latter is intended to ensure that the various functions of a real strategy of change, defined and orchestrated by a small group of individuals. What are the results noted ? The in-house indicators as well as surveys introduced on a wide-ranging sample of people show that the changes has had a considerable impact of these samples as well as on the attitudes and behavior of the personnel. However, a great number of problems cropped up during the period of change : at one stage a need for stability arose, mix-ups occurred, certain modifications were regarded as contradictory and the hierarchy was not always as solid as it should have been. Furthermore it can be remarked that some of these problems are aggravated due to the size of the organization. Resorting to a corporate charter (and to other strategies such as the presentation of trophies) can prove to be a very delicate operation. Finally, differing opinions may develop and are sometimes the root of internal unease... Beyond the organization, a global entity, there are some individuals who have had different experiences and who, on the one hand will not witness develop their position within the firm in the same way and on the other had will experience the evolutions which affect them in different way
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Carla Martinez. L'action sur le contexte organisationnel dans le cadre de la mise en œuvre d'une nouvelle stratégie. Gestion et management. HEC PARIS, 1991. Français. ⟨NNT : 1991EHEC0009⟩. ⟨pastel-00994951⟩

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