管理学原理--第三讲:组织变革.ppt
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管理学原理--第三讲:组织变革.ppt
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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?
LearningObjectives,Youshouldlearnto:
Contrastthecalmwatersandwhite-waterrapidsmetaphorsofchangeDescribewhatmanagerscanchangeinorganizationsExplainwhypeoplearelikelytoresistchangeListtechniquesforreducingresistancetochange,LearningObjectives(cont.),DescribethesituationalfactorsthatfacilitateculturalchangeExplainhowprocessreengineeringisrelatedtochangeDifferentiatebetweencreativityandinnovationExplainhoworganizationscanstimulateandnurtureinnovation,WhatIsChange?
Changealterationsinpeople,structure,ortechnology,andculturechangeisanorganizationalrealitymanagingchangeisanintegralpartofeverymanagersjob,ForcesForChange,ExternalForcesmarketplaceTechnologylabormarketseconomic-uncertaintiesaboutinterestrates,budgetdeficits,andcurrencyexchangerates,ForcesForChange(cont.),InternalForcesoriginatefromtheoperationsoftheorganizationforcesmayincludestrategy,workforce,newequipment,oremployeeattitudesManagerinitiatives-asChangeAgent,13-8,TwoViewsOfTheChangeProcess,TheCalmWatersMetaphorchangeisabreakintheorganizationsequilibriumstateLewinsthree-stepmodelunfreezing-preparingfortheneededchangeby:
increasingthedrivingforcesthatdirectbehaviorawayfromthestatusquodecreasingtherestrainingforcesthatpushbehaviortowardsthestatusquochanging-movetoanotherequilibriumlevelrefreezing-makechangepermanent,TheChangeProcess,TwoViewsOfTheChangeProcess(cont.),White-WaterRapidsMetaphorconsistentwithuncertainanddynamicenvironmentsconsistentwithaworldincreasinglydominatedbyinformation,ideas,andknowledgemanagersmustcontinuallymaneuverinuninterruptedrapidstoday,managersmustbereadytoefficientlyandeffectivelymanagethechangesfacingtheirorganizationsortheirworkareas,ThreeCategoriesOfChange,TheCategoriesOfChange,changingstructure-organizationsformaldesign,centralization,degreeofformalization,andworkspecializationstructuralcomponentsandstructuraldesign,changingtechnology-modificationsinthewayworkisperformedalterationsinthemethodsandequipmentusedconsequenceofcompetitivefactorsorinnovationswithinanindustryautomation-replacestasksdonebypeoplewithmachinescomputerization-recentvisiblechangesininformationsystems,changingpeople-changesinemployeeattitudes,expectations,perceptions,andbehaviororganizationaldevelopment(OD)-techniquesorprogramstochangepeopleandthenatureandqualityofinterpersonalworkrelationshipsintendedtohelpindividualsandgroupsworktogethermoreeffectively,OrganizationalDevelopmentTechniques,DealingwithResistancetoChange,WhypeopleresistchangechangereplacestheknownwithambiguityanduncertaintychangethreatensinvestmentsinthestatusquobeliefthatchangeisincompatiblewiththegoalsandinterestsoftheorganizationTechniquesforreducingresistanceavarietyofactionsavailabletomanagerstodealwithdysfunctionalresistance,ManagerialActionstoReduceResistancetoChange,ContemporaryIssuesInManagingChange,ChangingOrganizationalCulturecultureresistanttochangebecauseitismadeupofrelativelystableandpermanentcharacteristicsstrongculturesareparticularlyresistanttochangeUnderstandingtheSituationalFactors-makesculturalchangemorelikelydramaticcrisisoccursleadershipchangeshandsorganizationisyoungandsmallcultureisweak,ContemporaryIssues(cont.),ChangingOrganizationalCulture(cont.)HowCanCulturalChangeBeAccomplished?
requiresacomprehensiveandcoordinatedstrategyunfreezethecurrentcultureimplementnew“waysofdoingthings”reinforcethosenewvalueschange,ifitcomes,islikelytobeslowprotectagainstanyreturntoold,familiarpracticesandtraditions,TheRoadtoCulturalChange,ContemporaryIssues(cont.),ContinuousQualityImprovementProgramscontinuous,small,incrementalchangesfixandimprovecurrentworkactivitiesrelyonparticipativedecisionmakingfromthebottomlevelsProcessReengineeringdramaticshiftinthewayanorganizationdoesitsworkbeginswiththeredesignofworkdefinecustomerneedsdesignworkprocessestobestmeetthoseneedsrequiresparticipationfrommanagersandworkers,ContinuousQualityImprovementVersusReengineering,ContinuousQualityImprovementContinuous,incrementalchangeFixingandimprovingMostly“asis”Worksfrombottomupinorganization,ReengineeringRadicalchangeRedesigning-startingoverMostly“whatcanbe”Initiatedbytopmanagement,创新Stimulatinginnovation,StimulatingInnovation,CreativityversusInnovationcreativity-abilitytocombineideasinauniquewayortomakeunusualassociationsbetweenideasinnovation-processoftransformingcreativeideasintoausefulproduct,service,ormethodofoperation,SystemsViewOfInnovation,13-26,StimulatingandNurturingInnovationmustfocusoninputscreativepeopleandgroupswithintheorganizationrequiresappropriateenvironmentstructuralvariablesorganicdesignplentifulresourcesfrequentinter-unitcommunication,StimulatingInnovation(cont.),StimulatingInnovation(cont.),StimulatingandNurturingInnovation(cont.)requiresappropriateenvironment(cont.)culturalvariablesencourageexperimentationrewardsuccessandfailurescelebratemistakeshumanresourcevariablespromotetraininganddevelopmentofemployeesofferhighjobsecurityencourageindividualstobecomeideachampionsself-confident,persistent,risktakingenergizeotherswithvisionsofinnovation,InnovationVariables,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正,具有同样的重要性。
在司法领域,过程公正使得人们对司法结果有了事先就准备接受的预期。
把“过程公正”这一概念移植到组织变革和转型领域,就是我们所说的“公平操作”。
在组织变革过程中,“公平操作”可以使员工对组织更加信任,并自觉自愿地接受组织的领导。
2、公平操作的3E原则,参与(Engagement)解释(Explanation)清晰的预期(ClarityofExpectation),“参与”意味着允许个人在组织变革过程中发表自己的意见,包括提出不同意见和展开争论。
这样的沟通显示出管理层对个人意见的尊重,而鼓励争论更能够调动员工的积极性,形成更有质量的综合意见。
“解释”是为了使与组织变革相关和受影响的员工能够理解最终的决定。
尤其是,对组织变革背后的理念进行阐释,可以使员工相信,他们的意见和既得利益都已经在组织的整体利益中得到了考虑。
“清晰的预期”要求管理层明确说明组织变革中的新游戏规则,员工应该事先被告知评判业绩的标准,以及如果业绩完成得不好会受到什么样惩罚。
组织变革到底是要达到什么目的?
总体目标和阶段性的目标都是什么?
3、为什么公平操作至关重要?
为什么“公平操作”对员工的的态度和行为具有如此重要的影响?
为什么是否遵守公平操作原则可以影响到组织变革的成败?
可归结为理性和感性两方面原因,为什么公平操作至关重要?
从情感角度看,每个人都希望被人认为有价值,都希望被看作是“局内人”,而不仅是“劳动者”、“员工”、或“体制外的人”,无论地位高低,人都有这样的需要。
为什么公平操作至关重要?
从理性的角度来看,员工希望自己的意见能够受到重视,别人在听到他们理性的想法后,愿意和他们解释沟通。
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- 管理学 原理 第三 组织 变革