Abstract
Sizable complex organizations have strategic missions to play in a developing societ. But they often fall victims to their organizational complexity. Based on case studies of five public sector enterprises and four private sector enterprises, a model for turning around sick, large organizations is presented. The chief characteristics of the model are a credible change agent: mobilization of the organization's rank-and-file; priority to quick pay-off projects over long gestation projects; negotiation of temporary reprieve from pressure groups in the environment; seizing of opportunities afforded by the environment strengthening of mechanisms for influencing the environment; selective changes in the organization's product mix; selective strengthening of management systems: motivation of staff through giving them challenging tasks, panicipa- tive decision -making, operating autonomy coupled with accountability for performance, peer group pressure for excellence, and example set by the change agent; coordination through performance review meetings, coordination committees, and emphasis on direct face-toface settlement of conflicts; performance control through the setting up of responsibility centres: and the institutionalization of an organic, entrepreneurial, professional and participative style of management. The implications of the model for turning around complex organizations without resort to hire and fire methods, for reviving large public sector enterprises, for management education and training, and for OD specialists are briefly sketched.
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