組織變革與組織文化二

第八章組織變革與組織文化一、組織變革二、組織文化一、組織變革組織變革就是組織根據(jù)內(nèi)外環(huán)境的變化，及時(shí)對(duì)組織中的要素進(jìn)行結(jié)構(gòu)性變革，以適應(yīng)未來組織發(fā)展的要求。組織變革的根本目的就是提高組織的效能。（一）組織變革的動(dòng)因1．外部環(huán)境因素（1）整個(gè)宏觀社會(huì)經(jīng)濟(jì)環(huán)境的變化（2）科技進(jìn)步的影響（3）資源變化的影響（4）競(jìng)爭觀念的改變2．內(nèi)部環(huán)境因素（1）組織機(jī)構(gòu)適時(shí)調(diào)整的要求（2）保障信息暢通的要求（3）克服組織低效率的要求（4）快速?zèng)Q策的要求（5）提高組織整體管理水平的要求（二）組織變革的目標(biāo)1．使組織更具環(huán)境適應(yīng)性2．使管理者更具環(huán)境適應(yīng)性3．使員工更具環(huán)境適應(yīng)性（三）組織變革的內(nèi)容1．人員的變革2．結(jié)構(gòu)的變革3．技術(shù)與任務(wù)的變革（四）組織變革的過程兩種不同的觀點(diǎn)：其一：風(fēng)平浪靜觀其二：急流險(xiǎn)灘觀風(fēng)平浪靜觀（KurtLewin）組織變革的過程包括解凍－變革－再凍結(jié)三個(gè)階段：（1）解凍階段：改革前的心理準(zhǔn)備階段（2）變革階段：變革過程中的行為轉(zhuǎn)換階段（3）再凍結(jié)階段：變革后的行為強(qiáng)化階段（五）組織變革的程序（1）診斷組織現(xiàn)狀，發(fā)現(xiàn)變革征兆（2）分析變革因素，制定改革方案（3）選擇正確方案，實(shí)施變革計(jì)劃（4）評(píng)價(jià)變革效果，及時(shí)進(jìn)行反饋（六）組織變革的阻力1.個(gè)人阻力2.團(tuán)體阻力（七）消消除組織織變革阻阻力的管管理對(duì)策策（1）客觀分分析變革革的推力力和阻力力的強(qiáng)弱弱（2）創(chuàng)新組組織文化化（3）創(chuàng)新策策略方法法和手段段（八）組組織變革革中的壓壓力及其其管理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)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.＄＄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、組組織文文化（一））組織織文化化的概概念組織文文化：：組織織在長長期的的實(shí)踐踐活動(dòng)動(dòng)中所所形成成的并并且為為組織織成員員普遍遍認(rèn)可可和遵遵循的的具有有本組組織特特色的的價(jià)值值觀念念、團(tuán)團(tuán)體意意識(shí)、、工作作作風(fēng)風(fēng)、行行為規(guī)規(guī)范和和思維維方式式的總總和。。（二））組織織文化化的主主要特特征1．超個(gè)個(gè)體的的獨(dú)特特性2．相對(duì)對(duì)穩(wěn)定定性3．融合合繼承承性4．發(fā)展展性美國價(jià)價(jià)值觀觀與中中國價(jià)價(jià)值觀觀中國同同事：：Youlookpale.What’sthematter?美國同同事：：I’’mfeelingsick.Acold,maybe……中國同同事：：Goandseeadoctor.Drinkmorewater.Didyoutakeanypills?Chinesemedicineworkswonderful.Wouldyouliketotry?Putonmoreclothes.Haveagoodrest.美國同同事：：Youarenotmymother,areyou?同樣的的事件件，美美國同同事的的反應(yīng)應(yīng)：Takecareofyourself.Ihopeyou’’llbebettersoon.中國同同事認(rèn)認(rèn)為：：Ihearyou.基本代代表““我不不同意意”美國同同事認(rèn)認(rèn)為：：沉默代代表你你同意意楊元慶慶和當(dāng)當(dāng)時(shí)的的CEO達(dá)成了了“straighttalk”的坦坦誠溝溝通的的方化化要求求。（三））組織織文化化的結(jié)結(jié)構(gòu)1．潛層層次的的精神神層：：意識(shí)識(shí)形態(tài)態(tài)：管管理哲哲學(xué)、、敬業(yè)業(yè)精神神、人人本主主義的的價(jià)值值觀念念和道道德觀觀念等等。2．表層層的制制度系系統(tǒng)（（制度度層））：規(guī)規(guī)章制制度、、道德德規(guī)范范、行行為準(zhǔn)準(zhǔn)則和和組織織結(jié)構(gòu)構(gòu)3．顯現(xiàn)現(xiàn)層的的組織