08组织变革与组织文化

第八章组组织织变革与与组织文文化一、组织织变革二、组织织文化一、组织织变革组织变革革就是组组织根据据内外环环境的变变化，及及时对组组织中的的要素进进行结构构性变革革，以适适应未来来组织发发展的要要求。组组织变革革的根本本目的就就是提高高组织的的效能。。（一））组织织变革革的动动因1．外部部环境境因素素（1）整个个宏观观社会会经济济环境境的变变化（2）科技技进步步的影影响（3）资源源变化化的影影响（4）竞争争观念念的改改变2．内部部环境境因素素（1）组织织机构构适时时调整整的要要求（2）保障障信息息畅通通的要要求（3）克服服组织织低效效率的的要求求（4）快速速决策策的要要求（5）提高高组织织整体体管理理水平平的要要求（二））组织织变革革的目目标1．使组组织更更具环环境适适应性性2．使管管理者者更具具环境境适应应性3．使员员工更更具环环境适适应性性（三））组织织变革革的内内容1．人员员的变变革2．结构构的变变革3．技术术与任任务的的变革革（四））组织织变革革的过过程两种不不同的的观点点：其一：：风平平浪静静观其二：：急流流险滩滩观风平浪浪静观观（KurtLewin）组织变变革的的过程程包括括解冻冻－变变革－－再冻冻结三三个阶阶段：：（1）解冻冻阶段段：改改革前前的心心理准准备阶阶段（2）变革革阶段段：变变革过过程中中的行行为转转换阶阶段（3）再冻冻结阶阶段：：变革革后的的行为为强化化阶段段（五））组织织变革革的程程序（1）诊断断组织织现状状，发发现变变革征征兆（2）分析析变革革因素素，制制定改改革方方案（3）选择择正确确方案案，实实施变变革计计划（4）评价价变革革效果果，及及时进进行反反馈（六））组织织变革革的阻阻力1.个人阻阻力2.团体阻阻力（七））消除除组织织变革革阻力力的管管理对对策（1）客观观分析析变革革的推推力和和阻力力的强强弱（2）创新新组织织文化化（3）创新新策略略方法法和手手段（八））组织织变革革中的的压力力及其其管理理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、组织文文化（一）组织织文化的概概念组织文化：：组织在长长期的实践践活动中所所形成的并并且为组织织成员普遍遍认可和遵遵循的具有有本组织特特色的价值值观念、团团体意识、、工作作风风、行为规规范和思维维方式的总总和。（二）组织织文化的主主要特征1．超个体的的独特性2．相对稳定定性3．融合继承承性4．发展性美国价值观观与中国价价值观中国同事：：Youlookpale.What’sthematter?美国同事：：I’mfeelingsick.Acold,maybe…中国同事：：Goandseeadoctor.Drinkmorewater.Didyoutakeanypills?Chinesemedicineworkswonderful.Wouldyouliketotry?Putonmoreclothes