【正文】 39。 more mature anisations (note the significant shift away from traditional hierarchical structures). However, such techniques can have longer term repercussions for staff mitment. On average anisations are using 5 techniques extensively with some using 10. However, only one anisation is using the very soft techniques of Organisational Development and individual therapy. Management Not Performing Selection of techniques suggests that change through leadership is not particularly strong, perhaps confirming why respondents felt only 64% of their managers were exhibiting the required behaviour. Obeng amp。s work content by means of high formalisation of tasks. Change Techniques There are a wide variety of anisational cultural change techniques. Consultants of the US excellence school (. Deal and Kennedy) tend to promote techniques that tackle the more visible manifestations of culture. These include artefacts, such as lapel badges and distinctive office decor, as well as rituals and the telling of success stories. Less visible, but often promoted by behaviourist, are those techniques (called behaviour patterns) that link performance to pay, assess staff via appraisals, and define actions via formalised procedures, rules and regulations. Those with a sociological or psychological background (. Schein) maintain that real and lasting change only occurs when people change their shared values, basic beliefs and assumptions. They advocate various individual and group therapy techniques. The questionnaire had 15 change techniques which represented 5 layers of graduation from the visible, hard techniques through to the invisible, soft ones. Only techniques addressed to over 75% of staff or used monthly or more frequently were counted. Emphasis on Harder Techniques Whilst perhaps the excesses of US management techniques are shunned by UK management, there is clearly a tendency to use the harder techniques, mentioned above, that e under behaviour patterns. This correlates to the shift to a more results oriented anisations and the maintenance of a formalised management style. Encouragingly, the high use of behaviour norms was accounted for by the many anisations (74%) that actively involved their staff in the redesign of business processes. In fact this was the most used technique. On average, anisations choose of the harder techniques for every soft one. Using other categorisations of these 15 techniques it is seen that anisations use management to employee techniques twice as frequently as the reverse. They also are more inclined to use coercive techniques which Schein feels may be a necessity to 39。s anisation model. Further on, this report reviews whether anisations are in fact using change techniques which address these fundamental building blocks of anisational culture and whether they are reporting positive changes in employee behaviour. Organisational Structures All bar 3 anisations were changing their type of structure. There was a near majority move away from hierarchical structures with 15 of the 25 moving to a process model and another 6 to a decentralised model. A few were implementing mixed structures and a couple choose to remain with a hierarchical structure. Overall there was a significant shift towards those structures which were more results oriented and a lesser shift towards more fluid structures. Management Styles Hierarchical structures are often associated with role management styles. It is therefore not surprising that well over two thirds of anisations were moving away from a role style, with two thirds of these moving to a task style and most of the remainder to a directive style. Many of those that were already directive were now moving to selfmanagement, a style that is advocated by many BPR consultants. Still, few seem confident with their staff to take this plunge towards a really empowered workforce. Instead they were moving (reverting?) to a more formalised task style. Yet, if the widely reported reductions in staff numbers are indeed targeted at the middle management levels, then staff will have to take greater responsibility for self management. On the topic of staff reductions, in those few anisations prepared to divulge numbers, staff reductions within the BPR areas were averaging just 18% but in some anisations reached as high as 60%. On average BPR projects were impacting 35% of the anisation39。s values and beliefs. More improvements came with using many change techniques but most occurred when a range of both hard and soft techniques were used. ? Management needs patience. Up to 2 years may be needed to gain even modest employee improvements. This may well be recognised, as the duration of BPR projects is increasing. Current projects, with a defined end date, are planned to run for 30 months pared to 19 months for pleted ones. ? Within the UK business munity, it is the banking and finance panies that are predominately undertaking BPR. ? There is a absence of case studies concerning BPR failures. McKinsey39。BPR and Organisational Culture A Survey into Organisational Cultural Change Techniques This survey was part of an MBA Dissertation at the Henley Management College, England, undertaken by Alan Cooper. The full dissertation is now available online. Executive Summary Background ： ； :； 群： When even the most ardent protagonists of BPR, such as Hammer amp。 Champy, are quoting failure rates from 50% up to 80%, is BPR really such a sure fire solution to the challenges of the niies? Is the reason for these failures solely the inability to manage anisational change, or is there a more fundamental problem with BPR? And is managing the culture key to effective change, particularly within the context of a BPR initiative? These quest