管理学原理第三讲：组织变革

第三讲：战略与组织变革范黎波对外经济贸易大学国际商学院2008年11月第十三章：组织变革与创新MANAGINGCHANGEANDINNOVATION

引言作家加德勒（JohnCardler）说过：大多数有问题的组织是因为滋生了功能性的盲目，看不到自己的缺点。它们的症结并不在于无法解决问题，而是根本看不到问题。你是否知道事情在发生？你是否能够看到事情发生？你是否可以令事情发生？LearningObjectivesYoushouldlearnto:Contrastthecalmwatersandwhite-waterrapidsmetaphorsofchangeDescribewhatmanagerscanchangeinorganizationsExplainwhypeoplearelikelytoresistchangeListtechniquesforreducingresistancetochangeLearningObjectives(cont.)DescribethesituationalfactorsthatfacilitateculturalchangeExplainhowprocessreengineeringisrelatedtochangeDifferentiatebetweencreativityandinnovationExplainhoworganizationscanstimulateandnurtureinnovationWhatIsChange?Changealterationsinpeople,structure,ortechnology,andculturechangeisanorganizationalrealitymanagingchangeisanintegralpartofeverymanager’sjobForcesForChangeExternalForcesmarketplace

Technologylabormarkets

economic-uncertaintiesaboutinterestrates,budgetdeficits,andcurrencyexchangeratesForcesForChange(cont.)InternalForcesoriginatefromtheoperationsoftheorganizationforcesmayincludestrategy,workforce,newequipment,oremployeeattitudesManagerinitiatives-----asChangeAgent13-8TwoViewsOfTheChangeProcessTheCalmWatersMetaphorchangeisabreakintheorganization’sequilibriumstate

Lewin’sthree-stepmodelunfreezing-preparingfortheneededchangeby:increasingthedrivingforcesthatdirectbehaviorawayfromthestatusquodecreasingtherestrainingforcesthatpushbehaviortowardsthestatusquochanging-movetoanotherequilibriumlevelrefreezing-makechangepermanentTheChangeProcessTwoViewsOfTheChangeProcess(cont.)White-WaterRapidsMetaphorconsistentwithuncertainanddynamicenvironmentsconsistentwithaworldincreasinglydominatedbyinformation,ideas,andknowledgemanagersmustcontinuallymaneuverinuninterruptedrapidstoday,managersmustbereadytoefficientlyandeffectivelymanagethechangesfacingtheirorganizationsortheirworkareasThreeCategoriesOfChangeWorkspecialization,departmentalization,chainofcommand,spanofcontrol,centralization,formalization,jobredesign,oractualdesignStructureAttitudes,expectations,perceptions,andbehaviorPeopleWorkprocesses,methods,andequipmentTechnologyTheCategoriesOfChangechangingstructure-organization’sformaldesign,centralization,degreeofformalization,andworkspecializationstructuralcomponentsandstructuraldesignchangingtechnology-modificationsinthewayworkisperformedalterationsinthemethodsandequipmentusedconsequenceofcompetitivefactorsorinnovationswithinanindustryautomation-replacestasksdonebypeoplewithmachinescomputerization-recentvisiblechangesininformationsystemschangingpeople-changesinemployeeattitudes,expectations,perceptions,andbehaviororganizationaldevelopment(OD)-techniquesorprogramstochangepeopleandthenatureandqualityofinterpersonalworkrelationshipsintendedtohelpindividualsandgroupsworktogethermoreeffectivelyOrganizationalDevelopmentTechniquesMoreEffectiveInterpersonalWorkEnvironmentProcessConsultationIntergroupDevelopmentSensitivityTrainingSurveyFeedbackTeamBuildingDealingwithResistancetoChangeWhypeopleresistchangechangereplacestheknownwithambiguityanduncertaintychangethreatensinvestmentsinthestatusquobeliefthatchangeisincompatiblewiththegoalsandinterestsoftheorganizationTechniquesforreducingresistanceavarietyofactionsavailabletomanagerstodealwithdysfunctionalresistanceManagerialActionstoReduceResistancetoChangeContemporaryIssuesInManagingChangeChangingOrganizationalCulturecultureresistanttochangebecauseitismadeupofrelativelystableandpermanentcharacteristicsstrongculturesareparticularlyresistanttochangeUnderstandingtheSituationalFactors-makesculturalchangemorelikelydramaticcrisisoccursleadershipchangeshandsorganizationisyoungandsmallcultureisweakContemporary

Issues(cont.)ChangingOrganizationalCulture(cont.)HowCanCulturalChangeBeAccomplished?requiresacomprehensiveandcoordinatedstrategyunfreezethecurrentcultureimplementnew“waysofdoingthings”reinforcethosenewvalueschange,ifitcomes,islikelytobeslowprotectagainstanyreturntoold,familiarpracticesandtraditionsTheRoadtoCulturalChangeContemporaryIssues(cont.)ContinuousQualityImprovementProgramscontinuous,small,incrementalchangesfixandimprovecurrentworkactivitiesrelyonparticipativedecisionmakingfromthebottomlevelsProcessReengineeringdramaticshiftinthewayanorganizationdoesitsworkbeginswiththeredesignofworkdefinecustomerneedsdesignworkprocessestobestmeetthoseneedsrequiresparticipationfrommanagersandworkersContinuousQualityImprovementVersusReengineeringContinuousQualityImprovementContinuous,incrementalchangeFixingandimprovingMostly“asis”Worksfrombottomupin organizationReengineeringRadicalchangeRedesigning-startingoverMostly“whatcanbe”Initiatedbytopmanagement创新

StimulatinginnovationStimulatingInnovationCreativityversusInnovationcreativity-abilitytocombineideasinauniquewayortomakeunusualassociationsbetweenideasinnovation-processoftransformingcreativeideasintoausefulproduct,service,ormethodofoperationSystemsViewOfInnovationCreativeindividuals,groups,organizationsCreativeprocessCreativesituationCreativeproduct(s)InputsTransformationOutputs13-26StimulatingandNurturingInnovationmustfocusoninputs

creativepeopleandgroupswithintheorganizationrequiresappropriateenvironment

structuralvariables

organicdesignplentifulresourcesfrequentinter-unitcommunicationStimulatingInnovation(cont.)StimulatingInnovation(cont.)StimulatingandNurturingInnovation(cont.)requiresappropriateenvironment(cont.)culturalvariablesencourageexperimentationrewardsuccessandfailurescelebratemistakeshumanresourcevariablespromotetraininganddevelopmentofemployeesofferhighjobsecurityencourageindividualstobecomeideachampionsself-confident,persistent,risktakingenergizeotherswithvisionsofinnovationInnovationVariables在组织变革引入公平操作（fairprocess）本章结言1、过程公正与公平操作人们对司法制度的信任正是基于对过程公正的信任。审判的过程是否公正和审判的结果是否公