Механізм усунення організаційного опору персоналу впровадженню системи управління якістю

• Дата: 2017
• Автор: Hryazeva, Maryna S.
• Формат: Стаття
• Мова: Russian
• Опубліковано: Institute of Industrial Economics of NAS of Ukraine 2017
• Теми: управління якістю; механізм; організаційні рутини; опір змінам; персонал
• Онлайн доступ: https://ojs.econindustry.org/index.php/ep/article/view/34
• Назва журналу: Economy of Industry

The mechanism of elimination of personnel organizational resistance to the introduction of the quality management system that transforms the protest potential into a creative one based on the active modular management of the personnel’ behavior by means of forming the incentive motives has been developed. The principles of mobilization of the enterprise’s intellectual assets and improvement of the controllability of the process of organizational routines modulation have been formulated. They are as follows: total quality management, group coordination and training, general quality standardization. The cognitive model of the causal relations of subjects and objects of management has been proposed. The tools for implementation of the quality management system ensuring the overcoming of personnel resistance to change, as well as the functional and organizational structure of the mechanism of elimination of personnel organizational resistance have been recommended. The advantages of the mechanism proposed are as follows: firstly, the creation of a system of balances - compensation mechanisms, incentive systems that can fully or partially balance the costs and benefits for the personnel, caused by changes in development strategy and reach compromise on key positions which cause the resistance; secondly, provision of individual and group interaction among agents hierarchical vertical of organization, the inclusion of personnel in the decision-making process regarding the reform of organizational routines and granting employees more authority on the organization of working space according to the new requirements and quality standards; and thirdly, the improvement of the quality of organization change implementation through targeted training of employees in business routines changes: professional development, coordination of allocation of professional duties and responsibilities, establishment of reasonable deadlines for the implementation of activities and improvement of the control system.