中国的组织变动过程英文(ppt 69页).ppt

OrganizationalChangeProcessesinChina Dr GeertW J HelingMaastrichtApril 2002 Program 1 IntroductionBasicsofChangeCurrenttrendsinChinaFundamentalissuesinOrganizationalChangePhasesinChangeProcesses amodelofChangeDiagnosis instrumentsandmethodsDesigningaChangeProgramStructuringaChangeProgram Program 2 DynamicsofChangeInterventionsImplementationResistanceandhowtohandleitRoleandpositionofChangeagentsCasepresentationsIntegration BasicsofChange Whatischange DifferentwaysofconductingchangeContextoforganizationalchangeResponsestoChange CurrenttrendsinChina PoliticalshifttowardsmoreMarketorientationBoostingproductionandeconomyOpeninguptointernationalmarketEntrancetoWTOFrominwardtooutwardorientationNewidentityinglobalpolitics Organizationsthatareabletoconductchangesfasterandmoreeffectivelythantheircompetitorshavebetterchancestosurvive WTOandChina Consequences AdvantagesDisadvantagesThreatsOpportunitiesTimescopePETS dimensions IssuesinChinesebusiness StructureCultureLeadership ManagementNewversusOldDifferenceswith western stylebusinessDevelopmentEtc FundamentalIssuesinOrganizationalChange TypesofchangeWaysofchangingDimensionsofChangeProgramsResponsestoChangeCoreprinciples TypesofChange ImprovementInnovationTransformation Twowaysofchanging ImposedChangeEasyQuickShorttermResistance EvokedChangeComplexLongtermCommitmentSustaining DimensionsofChangePrograms StrategicconsiderationsTechnicalpreferencesEconomic FinancialDimensionSocial HR considerationsCulturalaspects SmallversusLargeScale TypeofbusinessSizeoforganizationUrgencyofproblems need HistoryoforganizationMaturityofpeopleAttitudeofTopManagement Responsestochange squeezed Top management Middlemanagement Workingfloor employees resistant isolated Coreprinciples 1 Howtomakeitwork UseGoalorientationTheremustbeClarityabout problemsituationGoalsCriteriaforsuccessOrganizationPlanningControlMakeaGooddiagnosisSeekinformationSummarizeAnalyzeFeedback Coreprinciples 2 Howtomakeitwork UseSystemsthinking alwayskeepthewholesysteminmindStructuresBehaviorCultureUseparticipationforcommitmentBetterdecisionsStimulatemotivationIdentificationwithorganization Coreprinciples 3 Howtomakeitwork Givesupportinordertostimulateself managementUsefeedbackTrainingFacilitatecommunicationGivesupportDelegateauthoritiesforuseofresourcesManagetheProcessofChangeAnalyseprocesscontinuouslyDealwithresistanceandconflictsUseflexibleplanning Coreprinciples 4 Howtomakeitwork CommunicateintensivelyCommunicate communicate communicateCarefullyselectkey personswhoarepotentialalliesWhoareopinionleadersWhowillshowresistanceWhocanbealeader PhasesofaChangeProgram Step0 determineinternalandexternalpressure demandsforchangeStep1 MakeupdiagnosisStep3 DeterminevisionandstrategyStep4 ActionPlanning designanddeveloptheChangeProgramStep5 StructuretheChangeProcessStep6 DetermineChangedynamicsStep7 DetermineChangeStrategiesandMethodsStep8 ImplementStep9 EvaluateandAdjust Correct GoalsCultureStructureTechnologyBehaviour Processes Output GroupPerformance IndividualPerformance QualityofWorkingConditions GroupcompositionStructureTechnology Individualcharacteristics GroupBehaviourProcessesCulture IndividualattitudesMotivationConvictions Sources Sources HumanResources Organizationlevel Grouplevel Individuallevel ENVIRONMENT Source Harrison 1978 p 51 ENVIRONMENT influence feedback Internal externalpressure demandsleadingtochange Step0 EvaluateChangeResults Step7 DetermineChangeStrategiesandImplementationmethodologies Step6 DeterminetheChangeDynamics Step5 StructuretheChangeProcess Step4 DesignandDevelop Step3 DetermineVisionAndStrategy Step2 Drawupdiagnosis Step1 ChangeGoals ChangeSituation ChangeStrategy ChangeEffectiveness OrganizationalExpertise ChangeManagementExpertise Source Cozijnsen Vrakking 1996 GeneralDirector LHC CpmmunistParty sOmplementationPanel DeputuGeneralDirector DeputyGeneralDirector DeputyGeneralDirector WeavingPlant DueingPlant GarmentPlant KnittingPlant SupportUnits Services Administration FinanceDept Import ExportDept MaterialsDept R DCentre Planning SalesDept Legend Officiallydesignedreportingline DelegatedtaskstoDGDbytheGD Butaresubjecttofrequentchanges OrganisationChartofLHC DiagnosticInstruments 7S modelOrganizationMatrixmodelManagementEffectivenessAnalysisEtc Structure Staff Style Skills Systems SharedValues Strategy Hardvariables Softvariables The7 Smodel Box1 Goalsandmethods CoreactivitiesStrategicplanningMarketingFinancingetc Box2 InternalStructure Tasks authorities OrganigramTask projectdescriptionsNeedforinformationProceduresetc Box3 Knowledgeandskills FunctionneedsRecruitmentKnow howSalarysystemetc Box4 Stakeholders CEO BoardofdirectorsPressuregroupsCustomersEmployeesFinancieretc Box5 Decisiontaking InformalstructureParticipationindecisiontakingReviewofresultsConsultationNegotiationsetc Box6 Autonomy RoomforactionPersonalperspectiveStatusIndividualinterestsetc Box7 OrganizationalClimate VisionCommitmentElanHousestyleetc Box8 Co operation ProblemsolvingTeam playCo ordinationofideasMeetingstylesetc Box9 Attitude CreativityFellowshipTrustDedicationetc ManagementEffectivenessAnalysis Measuresbehavior effectivenessScientificapproachQuestionnaire 111items 21behaviouralsetsSituationdependentStrategic FeedbackprofilesIndividual groupanalyses VisionandStrategy DesigningaChangeProgram GroworaRoll outmodelTimingNeed wantSkills ability attitude culture ChangeCompetenceInfrastructure StrategicComponent OrganizationalSuccess InstitutionalComponent HumanResourcesComponent ChangePolicy ChangeCapacity LeadingPotential Speed Willingness InfrastructureofChangeCompetence Source Cozijnsen Vrakking 1995 CompetingValuesFramework OrganizationalEffectiveness Quinnmodel1 Flexibility External Internal Control opensystemsmodel Rationalgoalmodel Internalprocessmodel Humanrelationsmodel Means cohesion moraleEnds humanresourcedevelopment Means planning goalsettingEnds productivity efficiency Means flexibiity readinessEnds growth resourceacquisition Means informationmanagement communicationEnds Stability control Quinnmodel2 4conditionsforchangingbehaviour need want beingallowed can Roll outchange PreparationPlanningTransitionstructuresImplementation rolling out Reward GroworProcessChange PreparationPlanningTakefirststepCheckandCorrectTakenextstepEtc Terminate DynamicsofChange PainanddesireLossesandgainsResistanceInvolvementMotivation TypesofLoss Changealwaysimplieslosingsomethings Examplesofthingsthatpeoplemightfeartheycouldloseare SecurityStatusCompetenceRelationshipsSenseofdirectionTerritory SignsofResistance Individualresistance ComplaintsErrorsAngerDisobeyingandstubbornnessApathyAbsenceduetoillnessWithdrawal SignsofResistance Organizationalresistance AccidentsIncreaseinworker scompensationclaimsIncreasedabsenteeismGossipSabotageIncreaseinhealthcareclaimsLoweredproductivity PhasesofTransition FromDangertoOpportunity1 Denial3 Exploration2 Resistance4 Commitment Phasesinmourningprocess DenialAngerHustleDepressionAcquiescenceAcceptance ReactionstoOrganizationalChange 1 1 Denial Itwillnotbeserious Ithasnothingtodowithus 2 Anger What swrongwithwhatwehavebeendoingthelastfewyears ItIsthistherewardforyearsofhardwork 3 Hustle Nowisabadtiming because Wellifwewerehavingmoremoney ReactionstoOrganizationalChange 2 4 Depression Igiveup theywillneverlistentome Theyarealwaysjustdoingwhattheylike 5 Acquiescence ActuallyIdon treallycareanymore Iwilljustletthingshappen 6 Acceptance Actuallyitalsohassomebenefits Wellofcourseitwasunacceptabletokeepthingsastheywere Howtohandlethesereactions 1 1 Denial makepeopleawareConfrontationwithfigures clients publicity etc Elicitreactions makepeopleactive 2 Anger ListenenbuildrapportShowunderstandingforemotionsLetearlyadaptorstakeinitiative3 Hustle BeclearandmakepeopleaccountableCommunicategoalsandvisionNegotiateaboutimplementationproposals Howtohandlethesereactions 2 4 Depression silence noreturnstatementTakedecisionsandcarrythemoutimmediatelyMakeimplementationirreversible5 Acquiescence Givesupport Letusgobacktowork Supportprocessoflearningandadaptation6 Acceptance ReinforceControl evaluateandcelebratesuccessesUseteambuilding makeupnewgoals Do sandDon ts SomegeneralBasicguidelinesforeffectiveChange HaveagoodreasonformakingthechangeInvolvepeopleinthechangePutarespectedpersoninchargeoftheprocessCreatetransitionmanagementBringinoutsiderhelpProvidetraininginnewvaluesandbehaviorEstablishsymbolsofchangeAcknowledgeandrewardpeople Do sandDon tsinPreparation PrepareyouremployeesDescribethechangeascompletelyasyoucanResearchwhathappenedduringthelastchangeAssesstheorganizationalreadinessDon tmakeadditionalchangesthataren tcritical necessary Do sandDon tsinPlanning MakecontingencyplansAllowfortheimpactonpersonalperformanceandproductivityEncourageemployeeinputAnticipatetheskillsandknowledgethatwillbeneededtomasterthechangeSetatimetableandobjectivessoyoucanmeasuretheprogress TransitionStructures Createatransitionmanagementgrouptooverseethechange projectteam Developtemporarypoliciesandproceduresduringthechange Demonstrateflexibilitytotrynewthings Loosencontrolandprocedures Createnewcommunicationchannels Meetfrequentlytomonitortheunforeseentogivefeedback ortocheckonwhatishappening Do sandDon tsinImplementation ProvideappropriatetraininginnewskillsandcoachinginnewvaluesandbehaviorsEncourageself managementGivemorefeedbackthanusualtoinsurepeoplealwaysknowwheretheystandAllowforresistanceGivepeopleachancetostepbackandreflectonwhatisgoingon Do sandDon tsinImplementation continued EncouragepeopletothinkandactcreativelyLookforany opportunity createdbythechangeAllowforwithdrawalandreturnofpeoplewhoaretemporarilyresistantCollaborateMonitorthechangeprocess TheConsultant AcademiceducationCommunicateswellCreativethinkerEthicalHasstrong network PerseveranceSociallyorientedOther discuss Rolesoftheconsultant RESOURCE ConnectionsExpertiseProblemsolving content Service PROCESS ChangeagentCoachProblemfinder solver processes SocialmethodologySparringpartnerTrainer SkillsoftheConsultant Analytical diagnosticCo