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【正文】 nspections. Before entering a franchisee’s office, Kroc would often pick up all the trash within a twoblock radius of a McDonald’s restaurant and then dump it on the franchisee’s desk to show a need for greater cleanliness in McDonald’s vicinity. ORGANIZATIONAL DESIGN LEVERS AT McDONALD’S Winning formula Pivotal jobs Design levers Organizational structure Management systems Leadership style Staff Strategy Skills Shared values VISION ?Centralized buying to control fat content ?Hamburger University degree required ?Promotion from within to build experience ?Regular inspections ?Franchise expansion based on high grades on prior inspections ?Many procedural mechanisms aimed at building employee enthusiasm and loyalty ?Hardnosed, rigid attitude on how to run the business The design lever clients exercise the most is prob。Staff. The people in the organization considered in terms of their capabilities, experience, and potential. 182。Johnson ?Many high performers‖ on the journey‖ ?Most panies ?BP ?FPamp。 Driven by leaders. The leaders of these panies had very high performance aspirations. For these leaders there was no such notion as ―good enough‖. At the center of these leadership groups, we consistently found demanding, unreasonable CEOs. 182。 How should the client implement the change? The OP has derived a set of six attributes that characterize highperforming organizations(HPO). By assessing whether your client organization exhibits these six attributes, you can diagnose whether an organizational performance gap exists as well. Additionally, the 7Ss will help you identify strengths and deficiencies in the organization. The 7Ss focus teams on aligning structure, staff, systems, and style to promote behavioral change and build skills in pivotal jobholders. By contrasting the required skill set (at both the organization and the pivotal jobholder level) with the current skill set, you can often clarify the organizational gap that exists. You plete the diagnostic by filling out the change board. That exercise helps teams understand the organizational skill deficits or resistance to change so they can deliberately plan to build the necessary skills and willingness to change in the organization. Once the gaps have been identified, the team needs to lay out a change program to close the gaps. The transformation triangle highlights the three critical dimensions of any effective change programtop down, bottom up, crossfunctional. The proper balance among these dimensions depends on the gap, the client setting, and the petitive context. Every change program contains some mix of six fundamental energizing elements. Each must be considered as we design change programs. This section of the handbook will discuss each framework in turn. CORE FRAMEWORKS ① Highperforming organization attributes Vision Performance CEO led People Skills Simple ② 7S framework Winning formula Pivotal jobs Design levers Organizational structure What change is needed? How should the client make change happen? What gaps in organizational performance exist? What organizational challenges exist? What initiatives prise the change program? How do we create energy for the change program? Strategy Skills Shared values VISION Staff Management systems Leadership style ③ Change board Agenda/platform ?Direction setting ?Structuring ?Bottomup energizing ④ Transformation triangle Performance management Vision and leadership munication Organizational infrastructure People development Problem solving process ⑤ Energizing elements The OP undertook a study of 10 highperforming panies, true industry leaders, that we knew very well. The panies had sustained pacesetting performance in their respective industries over 2 decades. These 10 HPOs shared six management attributes, each of which focuses on performance. By paring your client organization to these HPOs, you may identify opportunities to improve your client organization. ① “ HIGHPERFORMANCE COMPANY‖ ATTRIBUTES Driven by leaders Aligned by simple structures and core processes Based on worldclass skills Rejuvenated by welldeveloped people systems Built by relentless pursuit of beforethefact strategies/vision Energized by an extraordinarily intense, performancedriven environment What change is needed? How should the client make change happen? Organizational challenges Initiatives Energizing elements Gaps in performance The first three of the six mon management attributes: 182。 many were reaching, in addition, for the righthand side of the matrix(engaged and empowered). PERFORMANCE AND EMPOWERMENT AT HPOs HPOs Performancefocused, topdowndriven organizations Performancedriven, empowered, and accountable organizations Hierarchical, mand and controloriented, ―entitled‖ organizations Activitydriven, ―engaged and empowered‖ organizations Command and control Engage and empower High Low Average Performance Management approach Most large panies start out in the lower lefthand corner of the matrix (low performance and mandandcontrol management approach). We discovered that HPOs that have successfully transitioned to the upper righthand corner have first achieved high performance and then experimented with and adopted empowerment. Empowerment without first establishing a true performance ethic in the pany tends to result in continued low performance. If your client falls in the lower lefthand corner of this matrix, it needs to concentrate first on building a true performance ethic. Empowerment, alone, is unlikely to yield performance improvement. TRANSFORMATION PATH Path followed by highperformance panies Path exp