Best Practives in Leadership Development & Organization Change 35. Mục đích của cuốn cẩm nang này là cung cấp cho bạn tất cả các yếu tố cần thiết và thiết thực làm thế nào để phát triển khả năng tổ chức, thực hiện một thay đổi tốt nhất và sáng kiến lãnh đạo trong tổ chức của bạn một cách hiệu quả và tốt nhất. | 310 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE Exhibit Session Follow-up Questionnaire 328 Exhibit Training Content Exercises Used in Organizational Learning Sessions 329 ABOUT THE CONTRIBUTORS 333 OVERVIEW This case study describes the steps that the Massachusetts Institute of Technology s Department of Facilities is undertaking to transform into a self-perpetuating learning organization. The overarching goal is to create an organization that constructs operates serves and maintains physical space in ways that enhance MIT s mission to advance knowledge and educate students in science technology and other areas of scholarship. Also it is a story about a leader s vision and courage to build a leader-full organization and bring together customers and representatives from every corner and level of the department to set its strategic direction. DIAGNOSIS AND ASSESSMENT OF NEEDS Most journeys begin with a single step however this journey began with two questions Where s the plan and what are people talking about In July 1993 Victoria Sirianni became head of MIT s Department of Facilities. Her first act of official business was to review the department s strategic plan however there wasn t one. Also during her visits from functional unit to functional unit she learned that there were some very unhappy people more unhappy people than she expected. Prior to accepting the position of chief facilities officer Vicky as she prefers to be called had been employed by the Department of Facilities for twenty years and worked in several capacities within the discipline of space planning. Nevertheless her finding surprised her. Her new goal was to find the answers to these two questions and do something about them. Thus began the transformation of MIT s single largest administrative department. Soon after Vicky accepted her new position but unknown to her at the time the Institute was beginning to launch business process reengineering efforts in .
