維度組織變動(dòng)課件

14三月2024維度組織變動(dòng)Chap.18OrganizationalChange&Development§18.1ForcesofChangeSpecificfactorsactingasstimulantsforchangeDynamic&ChangingenvironmentTechnology:ITautomation,TQMprogram,BPRnatureoftheworkforce:moreculturaldiversity,increaseinprofessions,manynewentrantswithinadequateskillseconomicshocks:securitymarketcrashes,interestratefluctuations,foreigncurrencyfluctuationscompetition:globalcompetitions,mergers&considerations,growthofspecialtyretailerssocialtrends:increaseincollegeattendance&divorcerate,delayedmarriagesbyyoungpeoplesworldpolitics2.ManagingPlannedChangeChange:makingthingsdifferent.PlannedChange:changeactivitiesthatareintentional&goal-oriented.Accidentaloccurrence;proactive&purposefulthegoals:improvetheabilityof-toadapttochangesinitsenvironment;change--behaviororderofmagnitude:1st-order:linear&continuous,nofundamentalshift;2nd-order:multidimensional,multilevel,discontinuous,&radicalChangeagents:personsactingascatalysts&assumetheresponsibilityformanaging--3.Whatcanchangeagentschange?Structure:alter1ormoreofthekeyelementsin--,majormodificationsintechnology:mostofearlystudiesdealtwitheffortsaimedattechnologicalroductionofnewequipment,tools,methods;automation;computerizationphysicalsetting:considerworkdemands,formalinteractionrequirement&socialneedswhenm-d.Aboutspaceconfigurations,interiordesign,equipplacementpeople:changingtheattitudes&behaviorsof--.od4.ResistancetochangeIndividual:habit,security,economicfactors,fearoftheunknown,selectiveinformationprocessorganization:structuralinertia,limitedfocusofchange,groupinertia,threattoexpertise,threattoestablishedpowerrelationships,(R-A)overcoming:education&communication,participation,facilitation&support,negotiation,manipulation&cooperation,coersionthepoliticsofchange:threatenthestatusquo;power,stakeholder,impetus--newcomer4.Approachtomanagingchange(1)3-Phase(Lewin’snotion)

Unfreezing:changeefforttoovercomethepressuresofbothindividual&groupconformity,implementation,equilibriumstateRefreezingorinstitutionalization:stabilizingachangeinterventionbybalancing.Sustainedovertime,preventfrombeingshortlived&revertingtotheprevious--theanalysisofdrivingforces:forcesthatdirectbehaviorawayfromthestatusquo.constraintingforces:forcesthathindermovementaway--achievedin1ofthe3ways,--,--,combinethe1st24.Approachtomanagingchange(1)5-stepsActionresearchAchangeprocessbasedonsystematiccollectionofdata&thenselectionofachangeactionbasedonwhattheanalyzeddataindicatediagnosis:gatheringinformationaboutproblemsanalysis:synthesizedthisinformationintoprimaryconcerns,problemareas,&possibleactionsfeedback:sharingwith-whathasbeenfoundfromaction:carryoutthespecificactiontocorrect--evaluation:theeffectivenessoftheactions,usingtheinitialdatagatheredaspointsofreference.

5.KeyChangeissuesinthe1990s(1)stimulatingorganizationalinnovationAnewideaappliedtoinitiatingorimprovingaproducts,processorservicestructuralvariables:organic--positivelyinfluenceinnovation;longtenurein--isassociatedwith--.3.nurturedwherethereareslackresource,bearingthecostof-;internunitcommunicationfacilitatecross-fertilizationcultureencouragingexperimentation.rewardbothsuccess&failure,celebratemistakes.rewardedfortheabsenceoffailuresratherthanforthepresenceofsuccesseshumanresources:promotetraining&developmentof--tokeepcurrent.offerhighjobsecurityso--don’tfeargettingfiredforM-M.championofchange:s-c.Per,energy,r-t,lead5.KeyChangeissuesinthe1990s(1)creatingthelearningorganization--hasdevelopedthecontinuouscapacitytoadapt&changesingle-looplearning:errorsarecorrectedusingpastroutines&presentpoliciesdouble-looplearning:errorsarecorrectedbymodifyingthe--’sobjectives,policies&standardroutinesbasiccharacteristicsof--:asharedvision;putasideoldwaysofthinking;thinkofall--factorswiththeenvironmentaspartofasystemofinterrelationships;beopenwitheachotherwithoutfearof--;sublimate--toworktogethertoachievethe--’ssharedvisionremedyfor:fragmentation,overcompetition,reactivenessmanaginglearning:strategy,redesignthe--,culture6.ODValuesAcollectionofplanned-changeinterventions,builtonhumanistic-democraticvalues,thatseekstoimprove--effectiveness&employeewell-beingrespectforpeople:TheoryY,treatedwithdignitytrust&support:authenticity,openness,asuppotivepowerequalization:deemphasizehierarchical--confrontation:problemshouldn’tbesweptundertherugparticipation:themore--areinvolvedin--,themoretheywillbecommittedtoimplementing--7.ODInterventionsT-group,sensitivity(laboratory)training,encountergroups:traininggroupsthatseektochangebehaviorthroughunstructuredgroupinteractionsurveyfeedback:theuseofquestionnairestoidentifydiscrepanciesamongmemberperceptions;discussionfollows&remediesaresuggested.7.ODInterventionsProcessconsultation(PC):consultantgivesaclientinsightintowhatisgoingonaroundtheclient,&betweentheclient&otherpeople;identifiesprocessesthatneedimprovementTeambuilding:highinteractionamong