An activation-process management for technical organizations and its application to Japanese automobile company

As an active technical organization has the potential to produce better R&D output, the importance of activating technical organizations is increasing in manufacturing companies. To develop an activation management approach for technical organization, we focused on the process of active organizational state formation. Starting with Weick's organizing model, we developed an activation-process model consisting of four sequential organizational phases: ldquodiverse ends,rdquo ldquocommon ends,rdquo ldquodiverse means,rdquo and ldquocommon means.rdquo As an activation-process management, we identified four managerial behaviors for promoting activation, a diagnosis method for understanding subordinates' potential, and a managerial rule based on diagnosis for effective use of the behaviors. We tested our management on 187 technical personnel in technology development departments of a Japanese automobile company during two critical periods for determining organizational activation: the annual goal-setting period and the follow-up period after goal setting. We conducted structural equation modeling analysis and multiple linear regression analysis of feedback data gathered after the testing. The results demonstrated that our activation-process management is effective for forming an active organizational state in technical organizations and that it can contribute to advancing technical organization and people management studies.