維度組織變動(1)ppt課件

1、Dimensions of Organizational ChangeTop Down _Bottom-upRadical_IncrementalDiscontinuous _ContinuousPlanned_EmergentOD -Incremental, gradual, planed changesOrganizational transformation-Decisive, rapid,fundamental changesChap. 18 Organizational Change & Development 18.1 Forces of Change Specific facto

2、rs acting as stimulants for changeDynamic & Changing environmentTechnology:IT automation,TQM program, BPRnature of the work force:more cultural diversity, increase in professions,many new entrants with inadequate skillseconomic shocks:security market crashes,interest rate fluctuations,foreign curren

3、cy fluctuationscompetition:global competitions,mergers & considerations,growth of specialty retailerssocial trends:increase in college attendance & divorce rate, delayed marriages by young peoplesworld politics2.Managing Planned ChangeChange:making things different. Planned Change:change activities

4、that are intentional & goal-oriented. Accidental occurrence;proactive & purposefulthe goals:improve the ability of - to adapt to changes in its environment;change - behavior order of magnitude:1st-order:linear & continuous, no fundamental shift; 2nd-order:multidimensional, multilevel,discontinuous,&

5、 radicalChange agents: persons acting as catalysts & assume the responsibility for managing -3.What can change agents change? Structure:alter 1 or more of the key elements in -,major modifications intechnology:most of early studies dealt with efforts aimed at technological roduction of new

6、 equipment,tools,methods;automation;computerizationphysical setting:consider work demands,formal interaction requirement & social needs when m- d. About space configurations,interior design,equip placement people: changing the attitudes & behaviors of -.od4.Resistance to changeIndividual:habit,secur

7、ity,economic factors, fear of the unknown,selective information processorganization:structural inertia,limited focus of change,group inertia,threat to expertise, threat to established power relationships, (R-A)overcoming:education & communication, participation, facilitation & support,negotiation, m

8、anipulation & cooperation,coersionthe politics of change:threaten the status quo; power, stakeholder,impetus-new comer4.Approach to managing change (1) 3-Phase (Lewins notion) Unfreezing:change effort to overcome the pressures of both individual & group conformity, implementation, equilibrium state

9、Refreezing or institutionalization:stabilizing a change intervention by balancing. Sustained over time,prevent from being short lived & reverting to the previous - the analysis of driving forces: forces that direct behavior away from the status quo. constrainting forces: forces that hinder movement

10、away - achieved in 1 of the 3 ways,-,-,combine the 1st 2 4.Approach to managing change (1)5-steps Action researchA change process based on systematic collection of data & then selection of a change action based on what the analyzed data indicatediagnosis:gathering information about problemsanalysis:

11、synthesized this information into primary concerns,problem areas,& possible actionsfeedback:sharing with - what has been found fromaction:carry out the specific action to correct -evaluation:the effectiveness of the actions,using the initial data gathered as points of reference. 5.Key Change issues

12、in the 1990s (1) stimulating organizational innovationA new idea applied to initiating or improving a products, process or servicestructural variables:organic - positively influence innovation; long tenure in - is associated with -. 3.nurtured where there are slack resource,bearing the cost of -; in

13、ternunit communication facilitate cross-fertilization culture encouraging experimentation.reward both success & failure,celebrate mistakes.rewarded for the absence of failures rather than for the presence of successeshuman resources:promote training & development of - to keep current.offer high job

14、security so - dont fear getting fired for M-M.champion of change:s-c. Per,energy,r-t,lead 5.Key Change issues in the 1990s (1)creating the learning organization-has developed the continuous capacity to adapt & changesingle-loop learning:errors are corrected using past routines & present policiesdoub

15、le-loop learning:errors are corrected by modifying the -s objectives, policies & standard routinesbasic characteristics of-:a shared vision; put aside old ways of thinking;think of all - factors with the environment as part of a system of interrelationships; be open with each other without fear of -

16、;sublimate - to work together to achieve the -s shared vision remedy for:fragmentation,over competition,reactivenessmanaging learning: strategy,redesign the -, culture6.OD ValuesA collection of planned-change interventions,built on humanistic-democratic values,that seeks to improve - effectiveness &

17、 employee well-beingrespect for people:Theory Y,treated with dignitytrust & support:authenticity,openness, a suppotivepower equalization:deemphasize hierarchical -confrontation:problem shouldnt be swept under the rugparticipation:the more - are involved in -,the more they will be committed to implem

18、enting -7.OD InterventionsT-group,sensitivity (laboratory) training,encounter groups:training groups that seek to change behavior through unstructured group interactionsurvey feedback:the use of questionnaires to identify discrepancies among member perceptions;discussion follows & remedies are sugge

19、sted.7.OD InterventionsProcess consultation(PC):consultant gives a client insight into what is going on around the client,& between the client & other people;identifies processes that need improvement Team building:high interaction among team members to increase trust & opennessintergroup developmen

20、t:OD efforts to change the attitudes,stereotypes,& perceptions that groups have of each other 8.Culture BoundDo people believe change is possible? Vary in terms of beliefs about their ability to control their environment subjugate toif change is possible,how long will it take to bring it about? Time

21、-orientation,societies with a short-term focusis resistance to change greater in some culture than in others? Reliance on tradition,focus on the pastdoes culture influence how change efforts will be implemented. In high power-distance culture, 3.Three lenses of Organ. Change1) Strategic design Key foci: structure, processes Elements: resource, capabilities,information Process: analysis,redesign Environment: opportunities & threats, resou