08組織變革與組織文化

第八章組組織織變革與與組織文文化一、組織織變革二、組織織文化一、組織織變革組織變革革就是組組織根據(jù)據(jù)內(nèi)外環(huán)環(huán)境的變變化，及及時對組組織中的的要素進(jìn)進(jìn)行結(jié)構(gòu)構(gòu)性變革革，以適適應(yīng)未來來組織發(fā)發(fā)展的要要求。組組織變革革的根本本目的就就是提高高組織的的效能。。（一））組織織變革革的動動因1．外部部環(huán)境境因素素（1）整個個宏觀觀社會會經(jīng)濟(jì)濟(jì)環(huán)境境的變變化（2）科技技進(jìn)步步的影影響（3）資源源變化化的影影響（4）競爭爭觀念念的改改變2．內(nèi)部部環(huán)境境因素素（1）組織織機(jī)構(gòu)構(gòu)適時時調(diào)整整的要要求（2）保障障信息息暢通通的要要求（3）克服服組織織低效效率的的要求求（4）快速速決策策的要要求（5）提高高組織織整體體管理理水平平的要要求（二））組織織變革革的目目標(biāo)1．使組組織更更具環(huán)環(huán)境適適應(yīng)性性2．使管管理者者更具具環(huán)境境適應(yīng)應(yīng)性3．使員員工更更具環(huán)環(huán)境適適應(yīng)性性（三））組織織變革革的內(nèi)內(nèi)容1．人員員的變變革2．結(jié)構(gòu)構(gòu)的變變革3．技術(shù)術(shù)與任任務(wù)的的變革革（四））組織織變革革的過過程兩種不不同的的觀點(diǎn)點(diǎn)：其一：：風(fēng)平平浪靜靜觀其二：：急流流險灘灘觀風(fēng)平浪浪靜觀觀（KurtLewin）組織變變革的的過程程包括括解凍凍－變變革－－再凍凍結(jié)三三個階階段：：（1）解凍凍階段段：改改革前前的心心理準(zhǔn)準(zhǔn)備階階段（2）變革革階段段：變變革過過程中中的行行為轉(zhuǎn)轉(zhuǎn)換階階段（3）再凍凍結(jié)階階段：：變革革后的的行為為強(qiáng)化化階段段（五））組織織變革革的程程序（1）診斷斷組織織現(xiàn)狀狀，發(fā)發(fā)現(xiàn)變變革征征兆（2）分析析變革革因素素，制制定改改革方方案（3）選擇擇正確確方案案，實(shí)實(shí)施變變革計計劃（4）評價價變革革效果果，及及時進(jìn)進(jìn)行反反饋（六））組織織變革革的阻阻力1.個人阻阻力2.團(tuán)體阻阻力（七））消除除組織織變革革阻力力的管管理對對策（1）客觀觀分析析變革革的推推力和和阻力力的強(qiáng)強(qiáng)弱（2）創(chuàng)新新組織織文化化（3）創(chuàng)新新策略略方法法和手手段（八））組織織變革革中的的壓力力及其其管理理1.Whatisstress?Stressisadynamicconditioninwhichanindividualisconfrontedwithanopportunity,constraint,ordemandrelatedtowhatheorshedesires,andforwhichtheoutcomeisperceivedtobebothuncertainandimportant.Stressisacomplexissue,soletuslookatitmoreclosely.Stresscanmanifestitselfinbothapositiveandanegativeway.Stressissaidtobepositivewhenthesituationoffersanopportunityforonetogainsomething.Itiswhenconstraintsordemandsareplacedonusthatstresscanbecomenegative.Letusexplorethesetwofeatures--constraintsanddemands.2.Aretherecommoncausesofstress?Stressor:AfactorthatcausesstressStresscanbecausedbyanumberoffactorscalledstressors.Factorsthatcreatestresscanbegroupedintotwomajorcategories--organizationalandpersonal.Bothdirectlyaffectemployeeand,ultimately,theirjobs.OrganizationalfactorsThereisnoshortageoffactorswithintheorganizationthatcancausestress.Pressurestoavoiderrorsorcompletetasksinalimitedtimeperiod,ademandingsupervisor,andunpleasantco-workersareafewexamples.Thediscussionthatfollowsorganizesstressfactorsintofivecategories:task,role,andinterpersonaldemands;organizationstructure;andorganizationalleadership.(1)Taskdemandsarefactorsrelatedtoanemployee’sjob.Theyincludethedesignoftheperson’sjob(autonomy,taskvariety,degreeofautomation),workingconditions,andthephysicalworklayout.Workquotascanputpressureonemployeeswhentheir““outcomes”areperceivedasexcessive.Themoreinterdependencebetweenanemployee’stasksandthetasksofothers,themorepotentialstressthereis.Autonomy,ontheotherhand,tendstolessenstress.Jobswheretemperatures,noise,orotherworkingconditionsaredangerousorundesirablecanincreaseanxiety.So,too,canworkinginanovercrowdedroomorinavisiblelocationwhereinterruptionsareconstant.(2)Roledemandsrelatetopressuresplacedonanemployeeasafunctionoftheparticularroleheorsheplaysinorganization.Roleconflictscreateworkexpectationsthatmaybehardtoreconcileorsatisfy.Roleoverloadisexperiencedwhentheemployeeisexpectedtodomorethantimepermits.(Havingmoreworktoaccomplishthantimepermits.)Roleambiguittheiscreatedwhenroleexpectationsarenotclearlyunderstoodandtheemployeeisnotsurewhatheorsheistodo.(Whenroleexpectationsarenotclearlyunderstood.)(3)Interpersonaldemandsarepressurescreatedbyotheremployee.Lackofsocialsupportfromcolleaguesandpoorinterpersonalrelationshipscancauseconsiderablestress,especiallyamongemployeewithahighsocialneed.(4)Organizationstructurecanincreasestress.Excessiverulesandanemployee’slackofopportunitytoparticipateindecisionsthataffecthimorherareexamplesofstructuralvariablesthatmightbepotentialsourcesofstress.(5)Organizationalleadershiprepresentsthesupervisorystyleoftheorganization’scompanyofficials.Somemanagerscreateaculturecharacterizedbytension,fear,andanxiety.Theyestablishunrealisticpressurestoperformintheshortrun,imposeexcessivelytightcontrols,androutinelyfireemployeeswhodon’’tmeasureup.Thisstyleofleadershipflowsdownthroughtheorganizationtoaffectallemployees.PersonalfactorsPersonalfactorsthatcancreatestressincludefamilyissues,personaleconomicproblems,andinherentpersonalitycharacteristics.Becauseemployeesbringtheirpersonalproblemstobeunderstandingofthesepersonalfactors.Thereisalsoevidencethatemployees’’personalitieshaveaneffectonhowsusceptibletheyaretostress.ThemostcommonlyusedlabelsforthesepersonalitytraitsareTypeAandTypeB.TypeApersonalityischaracterizedbychronicfeelingsofasenseoftimeurgency,anexcessivecompetitivedrive,anddifficultyacceptingandenjoyingleisuretime.TheoppositeofTypeAisTypeBpersonality.TypeBpersonality:Peoplewhoarerelaxedandeasygoingandacceptchangeeasily.3.Whatarethesymptomsofstress?Therearethreegeneralwaysthatstressrevealsitself.Theseincludephysiological,psychological,andbehavioralsymptoms.Mostoftheearlydiscussionsofstressfocusedheavilyonhealth-related,orphysiologicalconcerns.Thiswasattributedtothefactthathighstresslevelsresultinchangesinmetabolism,increasedheartandbreathingrates,increasedbloodpressure,headaches,andincreasedriskofheartattacks.Becausedetectingmanyoftheserequirestheskillsoftrainedmedicalpersonnel,theirimmediateanddirectrelevancetomanagersisnegligible.Ofgreaterimportancetomanagersarepsychologicalandbehavioralsymptomsofstress.It'sthesethingsthatcanbewitnessedintheperson.Thepsychologicalsymptomscanbeseenasincreasedtensionandanxiety,boredom,andprocrastination-allofwhichcanleadtoproductivitydecreases.Sotoo,canthebehavior-relatedsymptomsshangesineatinghabits,increasedsmokingorsubstanceconsumption,rapidspeech,orsleepdisorders.4.Howcanstressbereduced?Reducingstressisonethingthatpresentsadilemmaformanagers.Somestressinorganizationsisabsolutelynecessary.Withoutit,peoplehavenoenergy.Oneofthefirstmeansofreducingstressistomakesurethatemployeesareproperlymatchedtotheirjobs,andthattheyunderstandtheextentoftheir"authority".Furthermore,bylettingemployeesknowpreciselywhatisexpectedofthem,roleconflictandambiguitycanbereduced.Redesigningjobscanalsohelpeaseworkoverload-relatedstressors.Employeesshouldalsohavesomeinputinthosethingsthataffectthem.Theirinvolvementandparticipationhavebeenfoundtohelplessenstress.Manycompanieshavestartedemployeeassistanceandwellnessprograms.Theseemployer-sponsoredprogramsaredesignedtoassistemployeesinareaslikefinancialplanning,legalmatters,health,fitness,stress,andthelike——wheretheyarehavingdifficulties.Employeeassistanceprograms(EAPs):Programsofferedbyorganizationstohelptheiremployeesovercomepersonalandhealth-relatedproblems.ContemporaryemployeeassistanceprogramsareextensionsofprogramsthathadtheirstartinUScompany'sinthe1940s.CompaniessuchasDuPont,StandardOil,andKodakrecognizedthatanumberoftheiremployeeswereexperiencingproblemswithalcohol.Formalprogramswereimplementedonthecompany'ssitetoeducatetheseworkersaboutthedangersofalcoholandtohelpthemovercometheiraddiction.Therationalefortheseprograms,whichstillholdstoday,isgettingaproductiveemployeebackonthejobasswiftlyaspossible.Andtherecanbeabenefittotheorganizationintermsofareturnoninvestment.ItisestimatedthatUSconpaniesspendalmost＄1billioneachyearonEAPprograms.Formost,studiessuggestthatthesecompaniessaveupto＄5.ooto＄16foreveryEAPdollarspent.That,formostofus,isasignificantreturnoninvestment!InordertoEAP,manyorganizationsareimplementingwellnessprograms.Wellnessprograms:Programsofferedbyorganizationstohelptheiremployeespreventhealthproblems.Awellnessprogramisdesignedtokeepemployeescessation,weightcontrol,stressmanagement,physicafitness,nutritioneducation,high-blood-pressurecontrol,violenceprotection,workteamproblemintervention,andsoon.Wellnessprogramsaredesignedtohelpcutemployerhealthcosts,andtolowerabsenteeismandturnoverbypreventinghealth-relatedproblems.二、組織文文化（一）組織織文化的概概念組織文化：：組織在長長期的實(shí)踐踐活動中所所形成的并并且為組織織成員普遍遍認(rèn)可和遵遵循的具有有本組織特特色的價值值觀念、團(tuán)團(tuán)體意識、、工作作風(fēng)風(fēng)、行為規(guī)規(guī)范和思維維方式的總總和。（二）組織織文化的主主要特征1．超個體的的獨(dú)特性2．相對穩(wěn)定定性3．融合繼承承性4．發(fā)展性美國價值觀觀與中國價價值觀中國同事：：Youlookpale.What’sthematter?美國同事：：I’mfeelingsick.Acold,maybe…中國同事：：Goandseeadoctor.Drinkmorewater.Didyoutakeanypills?Chinesemedicineworkswonderful.Wouldyouliketotry?Putonmoreclothes