Organizational transformation

Adapted from Adams and Spencer (1986) and from their Organizational Transformation Workshop, Brunei University, 1987. ... 

Edosomwan, J. A. (1995), Organizational Transformation and Process Reengineering, St. Lucie Press, St. Lucie, PL. 

Effective leaders have understood that their job is to lead a process of systematic organizational transformation. To be fully effective, this process of organizational transformation, must tackle three areas (Simmons 1997,273) ... 

Please note that the process from Figure 16 is replaced by a transformation. The process or transformation represents where input and resources are consumed by transforming them into the output, under the constraints of the organizational values and norms. The upper arrow represents the organizational values and norms. The lower arrow represents the durable resources, divided into human and non-human resources such as machines, etc. The arrows depicted left and right of the transformation are the non-durable resources. 

Having a set of organizational values and norms, a deviation in the operational process can now be defined. In this thesis a definition of a deviation in the operational process, is the transformation and its input, output or resource that deviates from the individual s expectations that are rooted in his or her image of the transformation s theory-in-use, Koomneef (Koomneef, 2000). However, a deviation, is also obtained when a transformation and its input, output or resource deviates from the transformation s espoused theory. 

The purpose of the observation element is to monitor whether the transformation is performed according to the transformation s theory-in-use and espoused theory. In case of any deviation, relevant information will be transferred to the judgement element. Please note that the observation element actually measures any deviation of the inputs, resources and output of the transformation. The judgement element determines if an observed deviation is serious according to the organizational values and norms present as espoused theory and theory-in-use. Subsequently, the judgement element decides whether or not to intervene and transfers this information to the... 

The transformation, history, organizational values and norms, and external environment types of latent conditions are all latent conditions concerning information flows. The infrastructure and human types of latent conditions both concern resources. 

Once both latent conditions and precursors are identified in the company s control process and operational process, the effects on the company s safety barriers can be retrieved. Therefore, the safety barriers present around the transformation process will be identified, i.e. technical, human, and organizational safety barriers. Subsequently, the identified types of latent conditions are used to check if they affect the identified safety barriers either positively, negatively, or not at all (as discussed in the previous Chapter). How safety barriers are affected is illustrated by the example of the re-... 

The three hierarchical levels are interconnected by information flowing from the strategic level via the tactical level to the operational level, and the other way around. From upper to the lower level, the information flow is related to the environment on the strategic level, which is the organizational values and norms. However, as Thompson (Thompson, 1967) identified, the tactical control level can allow the operational level to operate as a relatively closed system. The tactical level provides a buffer between the uncertain environment and stability of resources required for uninterrupted production on the operational level. In this way the influences from the external environment on the operational level will be reduced to a minimum. The information flow going from lower to upper level is related to the operational process or transformations. The top down flow provides the restrictions and conditions for the transformation, while the bottom up flow provides information about the status of inputs, outputs, and resources of the transformations. The horizontal information flows are between different control elements on one hierarchical control level. 

For the initial ineffective observation element, information about the transformation was not available on the tactical level. Moreover, no information was available of previous deviations. Finally, constraints for orders to be delivered in time were present, as fines were levied for each day of late delivery (information regarding the organizational values and norms). The types of causal latent conditions are information regarding, transformation, history and organizational values and norms. These three types of latent conditions cause the ineffectiveness of the observation element and enabled the re-occurrences of substances in the packaging machines when performing maintenance. 

The ineffective control elements are subsequently analysed in detail by retrieving the latent conditions leading to this ineffectiveness. To obtain this unfolding situation as Dekker (Dekker, 2002) calls it, the four types of information flows, i.e. transformation, history, organizational values norms, external environment, ... 

In the tables shown in this Appendix, the first column shows the top 20 precursors. The numbers in the column correspond with the numbers as shown in Appendix B, where the top 20 precursors of all three cases are stated. The second column shows the latent conditions and is further divided into a column transformation, history, organizational values norms, external environment, infrastructure, and human. The third column shows the affected safety barriers and is further divided into a column technical, human, and organizational. 

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