维度组织变动(ppt 17页)(英文版).ppt

DimensionsofOrganizationalChange TopDown Bottom upRadical IncrementalDiscontinuous ContinuousPlanned EmergentOD Incremental gradual planedchangesOrganizationaltransformation Decisive rapid fundamentalchanges Chap 18OrganizationalChange Development 18 1ForcesofChangeSpecificfactorsactingasstimulantsforchange Dynamic Changingenvironment Technology ITautomation TQMprogram BPRnatureoftheworkforce moreculturaldiversity increaseinprofessions manynewentrantswithinadequateskillseconomicshocks securitymarketcrashes interestratefluctuations foreigncurrencyfluctuationscompetition globalcompetitions mergers considerations growthofspecialtyretailerssocialtrends increaseincollegeattendance divorcerate delayedmarriagesbyyoungpeoplesworldpolitics 2 ManagingPlannedChange Change makingthingsdifferent PlannedChange changeactivitiesthatareintentional2nd order multidimensional multilevel discontinuous radicalChangeagents personsactingascatalysts assumetheresponsibilityformanaging 3 Whatcanchangeagentschange Structure alter1ormoreofthekeyelementsin majormodificationsintechnology mostofearlystudiesdealtwitheffortsaimedattechnologicalchange introductionofnewequipment tools methods automation computerizationphysicalsetting considerworkdemands formalinteractionrequirement socialneedswhenm d Aboutspaceconfigurations interiordesign equipplacementpeople changingtheattitudes behaviorsof od 4 Resistancetochange Individual habit security economicfactors fearoftheunknown selectiveinformationprocessorganization structuralinertia limitedfocusofchange groupinertia threattoexpertise threattoestablishedpowerrelationships R A overcoming educationpower stakeholder impetus newcomer 4 Approachtomanagingchange 1 3 Phase Lewin snotion Unfreezing changeefforttoovercomethepressuresofbothindividual groupconformity implementation equilibriumstateRefreezingorinstitutionalization stabilizingachangeinterventionbybalancing Sustainedovertime preventfrombeingshortlived revertingtotheprevious theanalysisofdrivingforces forcesthatdirectbehaviorawayfromthestatusquo constraintingforces forcesthathindermovementaway achievedin1ofthe3ways combinethe1st2 4 Approachtomanagingchange 1 5 stepsActionresearch Achangeprocessbasedonsystematiccollectionofdata thenselectionofachangeactionbasedonwhattheanalyzeddataindicatediagnosis gatheringinformationaboutproblemsanalysis synthesizedthisinformationintoprimaryconcerns problemareas possibleactionsfeedback sharingwith whathasbeenfoundfromaction carryoutthespecificactiontocorrect evaluation theeffectivenessoftheactions usingtheinitialdatagatheredaspointsofreference 5 KeyChangeissuesinthe1990s 1 stimulatingorganizationalinnovation Anewideaappliedtoinitiatingorimprovingaproducts 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 lead 5 KeyChangeissuesinthe1990s 1 creatingthelearningorganization hasdevelopedthecontinuouscapacitytoadaptsublimate toworktogethertoachievethe ssharedvisionremedyfor fragmentation overcompetition reactivenessmanaginglearning strategy redesignthe culture 6 ODValues Acollectionofplanned changeinterventions builtonhumanistic democraticvalues thatseekstoimprove effectiveness employeewell beingrespectforpeople TheoryY treatedwithdignitytrust support authenticity openness asuppotivepowerequalization deemphasizehierarchical confrontation problemshouldn tbesweptundertherugparticipation themore areinvolvedin themoretheywillbecommittedtoimplementing 7 ODInterventions T group sensitivity laboratory training encountergroups traininggroupsthatseektochangebehaviorthroughunstructuredgroupinteractionsurveyfeedback theuseofquestionnairestoidentifydiscrepanciesamongmemberperceptions discussionfollows remediesaresuggested 7 ODInterventions Processconsultation PC consultantgivesaclientinsightintowhatisgoingonaroundtheclient identifiesprocessesthatneedimprovementTeambuilding highinteractionamongteammemberstoincreasetrust opennessintergroupdevelopment ODeffortstochangetheattitudes stereotypes perceptionsthatgroupshaveofeachother 8 CultureBound Dopeoplebelievechangeispossible Varyintermsofbeliefsabouttheirabilitytocontroltheirenvironmentsubjugatetoifchangeispossible howlongwillittaketobringitabout Time orientation societieswithashort termfocusisresistancetochangegreaterinsomeculturethaninothers Relianceontradition focusonthepastdoescultureinfluencehowchangeeffortswillbeimplemented Inhighpower distanceculture 3 ThreelensesofOrgan Change1 Strategicdesign Keyfoci structure processesElements resource capabilities informationProcess analysis redesignEnvironment opportunities threats resourceconfigurationsLeadership developingachangeplanandimplementitefficiently effectively 3 ThreelensesofOrgan Change2 Politicalsystem Keyfoci D Making resourceallocationElements interest power influence Process negotiation mobilization empowermentEnvironment stakeholdersleadership understandingvariousinterests stakeholders aligningthemtoenablechange 3 ThreelensesofOrgan C