08组织变革与组织文化.ppt

第八章组织变革与组织文化,一、组织变革二、组织文化,一、组织变革组织变革就是组织根据内外环境的变化，及时对组织中的要素进行结构性变革，以适应未来组织发展的要求。组织变革的根本目的就是提高组织的效能。,（一）组织变革的动因1外部环境因素（1）整个宏观社会经济环境的变化（2）科技进步的影响（3）资源变化的影响（4）竞争观念的改变,2内部环境因素（1）组织机构适时调整的要求（2）保障信息畅通的要求（3）克服组织低效率的要求（4）快速决策的要求（5）提高组织整体管理水平的要求,（二）组织变革的目标1使组织更具环境适应性2使管理者更具环境适应性3使员工更具环境适应性,（三）组织变革的内容1人员的变革2结构的变革3技术与任务的变革,（四）组织变革的过程两种不同的观点：其一：风平浪静观其二：急流险滩观,风平浪静观（KurtLewin）组织变革的过程包括解冻变革再冻结三个阶段：（1）解冻阶段：改革前的心理准备阶段（2）变革阶段：变革过程中的行为转换阶段（3）再冻结阶段：变革后的行为强化阶段,（五）组织变革的程序（1）诊断组织现状，发现变革征兆（2）分析变革因素，制定改革方案（3）选择正确方案，实施变革计划（4）评价变革效果，及时进行反馈,（六）组织变革的阻力1.个人阻力2.团体阻力,（七）消除组织变革阻力的管理对策（1）客观分析变革的推力和阻力的强弱（2）创新组织文化（3）创新策略方法和手段,（八）组织变革中的压力及其管理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)Taskdemandsarefactorsrelatedtoanemployeesjob.Theyincludethedesignofthepersonsjob(autonomy,taskvariety,degreeofautomation),workingconditions,andthephysicalworklayout.Workquotascanputpressureonemployeeswhentheir“outcomes”areperceivedasexcessive.Themoreinterdependencebetweenanemployeestasksandthetasksofothers,themorepotentialstressthereis.Autonomy,ontheotherhand,tendstolessenstress.Jobswheretemperatures,noise,orotherworkingconditionsaredangerousorundesirablecanincreaseanxiety.So,too,canworkinginanovercrowdedroomorinavisiblelocationwhereinterruptionsareconstant.,(2)Roledemandsrelatetopressuresplacedonanemployeeasafunctionoftheparticularroleheorsheplaysinorganization.Roleconflictscreateworkexpectationsthatmaybehardtoreconcileorsatisfy.Roleoverloadisexperiencedwhentheemployeeisexpectedtodomorethantimepermits.(Havingmoreworktoaccomplishthantimepermits.)Roleambiguittheiscreatedwhenroleexpectationsarenotclearlyunderstoodandtheemployeeisnotsurewhatheorsheistodo.(Whenroleexpectationsarenotclearlyunderstood.),(3)Interpersonaldemandsarepressurescreatedbyotheremployee.Lackofsocialsupportfromcolleaguesandpoorinterpersonalrelationshipscancauseconsiderablestress,especiallyamongemployeewithahighsocialneed.(4)Organizationstructurecanincreasestress.Excessiverulesandanemployeeslackofopportunitytoparticipateindecisionsthataffecthimorherareexamplesofstructuralvariablesthatmightbepotentialsourcesofstress.,(5)Organizationalleadershiprepresentsthesupervisorystyleoftheorganizationscompanyofficials.Somemanagerscreateaculturecharacterizedbytension,fear,andanxiety.Theyestablishunrealisticpressurestoperformintheshortrun,imposeexcessivelytightcontrols,androutinelyfireemployeeswhodontmeasureup.Thisstyleofleadershipflowsdownthroughtheorganizationtoaffectallemployees.,PersonalfactorsPersonalfactorsthatcancreatestressincludefamilyissues,personaleconomicproblems,andinherentpersonalitycharacteristics.Becauseemployeesbringtheirpersonalproblemstobeunderstandingofthesepersonalfactors.Thereisalsoevidencethatemployeespersonalitieshaveaneffectonhowsusceptibletheyaretostress.ThemostcommonlyusedlabelsforthesepersonalitytraitsareTypeAandTypeB.,TypeApersonalityischaracterizedbychronicfeelingsofasenseoftimeurgency,anexcessivecompetitivedrive,anddifficultyacceptingandenjoyingleisuretime.TheoppositeofTypeAisTypeBpersonality.TypeBpersonality:Peoplewhoarerelaxedandeasygoingandacceptchangeeasily.,3.Whatarethesymptomsofstress?Therearethreegeneralwaysthatstressrevealsitself.Theseincludephysiological,psychological,andbehavioralsymptoms.Mostoftheearlydiscussionsofstressfocusedheavilyonhealth-related,orphysiologicalconcerns.Thiswasattributedtothefactthathighstresslevelsresultinchangesinmetabolism,increasedheartandbreathingrates,increasedbloodpressure,headaches,andincreasedriskofheartattacks.Becausedetectingmanyoftheserequirestheskillsoftrainedmedicalpersonnel,theirimmediateanddirectrelevancetomanagersisnegligible.,Ofgreaterimportancetomanagersarepsychologicalandbehavioralsymptomsofstress.Itsthesethingsthatcanbewitnessedintheperson.Thepsychologicalsymptomscanbeseenasincreasedtensionandanxiety,boredom,andprocrastination-allofwhichcanleadtoproductivitydecreases.Sotoo,canthebehavior-relatedsymptomsshangesineatinghabits,increasedsmokingorsubstanceconsumption,rapidspeech,orsleepdisorders.,4.Howcanstressbereduced?Reducingstressisonethingthatpresentsadilemmaformanagers.Somestressinorganizationsisabsolutelynecessary.Withoutit,peoplehavenoenergy.Oneofthefirstmeansofreducingstressistomakesurethatemployeesareproperlymatchedtotheirjobs,andthattheyunderstandtheextentoftheirauthority.Furthermore,bylettingemployeesknowpreciselywhatisexpectedofthem,roleconflictandambiguitycanbereduced.Redesigningjobscanalsohelpeaseworkoverload-relatedstressors.Employeesshouldalsohavesomeinputinthosethingsthataffectthem.Theirinvolvementandparticipationhavebeenfoundtohelplessenstress.,Manycompanieshavestartedemployeeassistanceandwellnessprograms.Theseemployer-sponsoredprogramsaredesignedtoassistemployeesinareaslikefinancialplanning,legalmatters,health,fitness,stress,andthelikewheretheyarehavingdifficulties.Employeeassistanceprograms(EAPs):Programsofferedbyorganizationstohelptheiremployeesovercomepersonalandhealth-relatedproblems.,ContemporaryemployeeassistanceprogramsareextensionsofprogramsthathadtheirstartinUScompanysinthe1940s.CompaniessuchasDuPont,StandardOil,andKodakrecognizedthatanumberoftheiremployeeswereexperiencingproblemswithalcohol.Formalprogramswereimplementedonthecompanyssitetoeducatetheseworkersaboutthedangersofalcoholandtohelpthemovercometheiraddiction.Therationalefortheseprograms,whichstillholdstoday,isgettingaproductiveemployeebackonthejobasswiftlyaspossible.Andtherecanbeabenefittotheorganizationintermsofareturnoninvestment.ItisestimatedthatUSconpaniesspendalmost1billioneachyearonEAPprograms.Formost,studiessuggestthatthesecompaniessaveupto5.ooto16foreveryEAPdollarspent.That,formostofus,isasignificantreturnoninvestment!InordertoEAP,manyorganizationsareimplementingwellnessprograms.,Wellnessprograms:Programsofferedbyorganizationstohelptheiremployeespreventhealthproblems.Awellnessprogramisdesignedtokeepemployeescessation,weightcontrol,stressmanagement,physicafitness,nutritioneducation,high-blood-pressurecontrol,violenceprotection,workteamproblemintervention,andsoon.Wellnessprogramsaredesignedtohelpcutemployerhealthcosts,andtolowerabsenteeismandturnoverbypreventinghealth-relatedproblems.,二、组织文化（一）组织文化的概念组织文化：组织在长期的实践活动中所形成的并且为组织成员普遍认可和遵循的具有本组织特色的价值观念、团体意识、工作作风、行为规范和思维方式的总和。,（二）组织文化的主要特征1超个体的独特性2