9.7 Implementing Management Innovations Successfully Principles for Lasting Change

1. 9.7Implementing Management Innovations Successfully Principles for Lasting Change 9.7持續的變化是執行管理創新成功原則 學生: Ma0a0204 王詩婷 Ma0a0101 葛雅婷 Ma0a0105 陳欣妤

2. Over the past decade, the pace with which organizations worldwide have been experimenting with innovations to remain competitive has increased frenetically. Activity-based cost management (ABCM), Total Quality Management (TQM), and business process reengineering (BPR) have been attempted by many organizations separately, and in some cases, simultaneously. The financial and human resources that have been poured into these innovation attempts are truly staggering, but unfortunately, many innovations have failed. 在過去的10年中，全球的組織一直積極嘗試與增加創新的趨勢以保持競爭力。許多組織已試圖將作業成本管理(ABCM)、全面質量管理(TQM)和作業流程再造(BPR)分開，在某些情況下在同時進行。大量投入財務和人力資源在嘗試創新中是非常驚人的，但不幸地是，很多創新都失敗。

3. The purpose of this article is to offer some principles for successful implementation that often are not explicitly incorporated, or are underemphasized in many approaches to implementation. Successful implementation occurs when, "Managers and employees permanently alter the way they perform their job responsibilities to conform to the principles dictated by a particular innovation." 　　這篇文章的目的是提供一些執行成功的原則，往往是不明確地合併或是對許多方法執行的不夠。成功執行發生時，『管理者和員工持續改變其履行他們的工作職責，以符合其特定創新的原則。』

4. Principle 1 : The Importance of organizational culture. Some organizational cultures embrace change while others retreat from change. Knowing what kind of culture exists is an extremely important factor to understand. 原則1：組織文化的重要性 一些組織文化能接受改變，而其他的組織卻躲避改變。了解各種不同的文化的存在是個非常重要的因素。

5. Principle 2 : Only adopt those innovations consistent with current corporate, divisional, and plant strategies. The assumption underlying this principle is that employees will be more willing to adopt an innovation if it is consistent with the organization's strategy to which they have already committed. 原則2：只有採用這些創新才能與現行的企業、部門，和工廠策略相符合一致: 這些原則的基礎假設是員工將更願意採用創新與組織致力的策略相符合。

6. Principle 3 : Don't attempt an innovation if an organization is simultaneously engaging in downsizing. Employees have great difficulty committing to change when they see that their organization is not committing to them. Have a strong feeling of job security allows employees to accept change more easily. 原則3：如果組織同時地從事縮減開支就不要嘗試創新： 員工很難作出改變的保證，當他們看到他們的組織對其不作出保證。工作安全有種強烈的感覺，讓員工更容易接受改變。

7. Principle 4 : Spend as much time and resources on managing the human side of change as the technical side. Managing the technical side of an innovation is often not the most significant problem for organizations. Successful change involves placing a great deal of effectively managing people so that they may embrace change. 原則4:花費更多時間和資源於管理人力方面能在技術方面有所改變: 管理技術方面的創新往往不是組織最重要的問題。成功的改變需要大量有效管理的人，讓他們能接受改變。

8. Principle 5 : Educate and train employee at all levels of the organization regarding the purpose and benefits of the innovation. Educating employees only at the managerial level as to why change is occurring is an enormous mistake. Because most innovation success rests on improvements in variables related to quality, cost and time, employees at the point of production and service need to be included in any training and education programs. Only then can the entire organization embrace change. 原則5：在各個層面教育和培訓員工是組織對於創新的目的和利益 只有在教育員工管理的水平發生變化是個巨大的錯誤。因為大多數創新的成功相關的變化在於改善品質、成本和時間，生產和服務的員工需要包含任何培訓教育和教育計劃。只有這樣才能使整個組織接受改變。

9. Principle 6 : Use medium- and long-term performance measures to gauge innovation success. Many organizations simply rely on short term (often financial) performance measures such to gauge success. The key to assessing real change is to use measures that will answer questions such as, " Is the innovation leading to the intended consequences ? " and " Are employees thinking differently about problems and are they making better decisions ? " Answers to these questions may require more qualitative measures such as attitudinal surveys and direct observation of behavior. Such measures serve as medium term assessments of true behavioral change. The organization should also rely on long- term (3 to 5 year) measures as it takes several years for true change to occur. 原則6：使用中期和長期的績效指標來衡量創新的成功 許多組織僅僅依靠短期(通常是財務)績效等方法來衡量成功。關鍵評估真正的改變是使用方法，回答這樣的問題，如"是創新導致預期的後果嗎?"和"員工思考不同的問題和他們能做出更好的決策嗎?"這些問題的答案可能需要更多性質上的方法，如態度調查和直接觀察的行為。這些方法作為中期評估真實行為的改變。該組織也應該依靠長期 (3至5年) 的方法，因為真實變化的發生需要長時間。

10. Principle 7 : Generate useful and understandable reports to illustrate the effects of change programs. Managers are typically inundated with a lot of information and many reports that don't provide them with the answers they need. Reports related to change programs must be easily understandable anduseful. They should detail measures that a manager can look at to determine if change is occurring. 原則7：產生有用和易於理解的報告說明改變計劃的影響 管理者通常淹沒在大量的訊息和許多報告，沒提供他們所需要的答案。關於改變計劃的報告必須易於理解和有用。他們應該詳述方法，管理者可以看看以確定是否發生變化。

11. Principle 8 : Make explicit agreements regarding when and if existing information systems should be turned off once a new system is in place. Determining when to switch off an old system and turn on the new one is of immense importance. Once a system like ABC has been implemented the old direct labor based system must be turned off quickly. If this does not happen then managers will be constantly looking at both the old and new systems. The numbers generated from both may cause confusion and reliance on the old system maynot allow managers to make the transition to the new system. 原則8：做出明確的協議時，一旦一個新的系統是適當的，現行的資訊系統就應該關閉 決定關閉舊系統並開啟新系統是非常重要的。一旦該系統像ABC已經執行舊的直接人工基礎系統必須迅速關閉。如果這不會發生，那麼管理者將不斷地尋找在舊的和新的系統。其產生的數字可能會導致混亂和依賴舊的系統，可能不會允許管理者做出轉換至新系統。

12. 9.7 a Principle 4 says, " Spend as much time and resources on managing the human side of change as the technical side. " why is this so important ? 原則4說：『花費更多時間和資源於管理人力方面能在技術方面有所改變』為什麼這麼重要呢?

13. 9.7 ｂ Why does Young advocate in Principle 6 that organizations should use both medium- and long-term measures to gauge innovation success? 為什麼 Young 提倡的原則6，組織應該使用中間和長期方法來衡量創新的成功呢?

14. 9.7 a 管理技術方面的創新往往不是組織最重要的問題。成功的改變需要大量有效管理的人，讓員工能接受改變。

15. 9.7 ｂ 這些問題的答案可能需要更多性質上的方法，如態度調查和直接觀察的行為。這些方法作為中期評估真實行為的改變。該組織也應該依靠長期 (3至5年) 的方法，因為真實變化的發生需要長時間。