管理学原理--第三讲：组织变革ppt课件.ppt

《管理学原理--第三讲：组织变革ppt课件.ppt》由会员分享，可在线阅读，更多相关《管理学原理--第三讲：组织变革ppt课件.ppt（39页珍藏版）》请在淘文阁 - 分享文档赚钱的网站上搜索。

1、第第三讲：战略与组织变革三讲：战略与组织变革范黎波范黎波对外经济贸易大学国际商学院对外经济贸易大学国际商学院20082008年年1111月月第十三章：组织变革与创新第十三章：组织变革与创新MANAGING CHANGE AND INNOVATION 引言引言作家加德勒（作家加德勒（John John CardlerCardler）说过：）说过：大多数有问题的组织是因为滋生了大多数有问题的组织是因为滋生了功能性功能性的盲目，看不到自己的缺点。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，它们的症结并不在于无法解决问题，而是根本看不到问题。而是根本看不到问题。你是否知道事情在发生？你是

2、否能你是否知道事情在发生？你是否能够看到事情发生？你是否可以令事够看到事情发生？你是否可以令事情发生？情发生？Learning ObjectivesYou should learn to:nContrast the calm waters and white-water rapids metaphors of changenDescribe what managers can change in organizationsnExplain why people are likely to resist changenList techniques for reducing resistance

3、 to changeLearning Objectives (cont.)Describe the situational factors that facilitate cultural changeExplain how process reengineering is related to changeDifferentiate between creativity and innovationExplain how organizations can stimulate and nurture innovationWhat Is Change?Changenalterations in

4、 people, structure, or technology, and culturenchange is an organizational realitynmanaging change is an integral part of every managers jobForces For ChangeExternal Forcesnmarketplace nTechnologynlabor markets neconomic - uncertainties about interest rates, budget deficits, and currency exchange ra

5、tes Forces For Change (cont.)Internal Forcesnoriginate from the operations of the organizationnforces may include strategy, workforce, new equipment, or employee attitudesManager initiatives-as Change Agent13-8Two Views Of The Change ProcessThe Calm Waters Metaphornchange is a break in the organizat

6、ions equilibrium staten Lewins three-step modelnunfreezing - preparing for the needed change by:nincreasing the driving forces that direct behavior away from the status quondecreasing the restraining forces that push behavior towards the status quonchanging - move to another equilibrium levelnrefree

7、zing - make change permanentThe Change ProcessTwo Views Of The Change Process (cont.)White-Water Rapids Metaphornconsistent with uncertain and dynamic environmentsnconsistent with a world increasingly dominated by information, ideas, and knowledgenmanagers must continually maneuver in uninterrupted

8、rapidsntoday, managers must be ready to efficiently and effectively manage the changes facing their organizations or their work areasThree Categories Of ChangeWork specialization,departmentalization, chain of command, span ofcontrol, centralization,formalization, job redesign,or actual designStructu

9、reAttitudes, expectations,perceptions, andbehaviorPeopleWork processes, methods,and equipmentTechnologyThe Categories Of Changechanging structure - organizations formal design, centralization, degree of formalization, and work specialization nstructural components and structural designchanging techn

10、ology - modifications in the way work is performednalterations in the methods and equipment usednconsequence of competitive factors or innovations within an industrynautomation - replaces tasks done by people with machinesncomputerization - recent visible changes in information systemschanging peopl

11、e - changes in employee attitudes, expectations, perceptions, and behaviornorganizational development (OD) - techniques or programs to change people and the nature and quality of interpersonal work relationshipsnintended to help individuals and groups work together more effectivelyOrganizational Dev

12、elopment TechniquesMoreEffectiveInterpersonalWorkEnvironmentProcessConsultationIntergroupDevelopmentSensitivityTrainingSurveyFeedbackTeamBuildingDealing with Resistance to ChangeWhy people resist changenchange replaces the known with ambiguity and uncertaintynchange threatens investments in the stat

13、us quonbelief that change is incompatible with the goals and interests of the organizationTechniques for reducing resistancena variety of actions available to managers to deal with dysfunctional resistanceManagerial Actions to Reduce Resistance to ChangeContemporary Issues In Managing ChangeChanging

14、 Organizational Culturenculture resistant to change because it is made up of relatively stable and permanent characteristicsnstrong cultures are particularly resistant to changenUnderstanding the Situational Factors - makes cultural change more likelyndramatic crisis occursnleadership changes handsn

15、organization is young and smallnculture is weakContemporary Issues (cont.)Changing Organizational Culture (cont.)How Can Cultural Change Be Accomplished?nrequires a comprehensive and coordinated strategynunfreeze the current culturenimplement new “ways of doing things”nreinforce those new valuesncha

16、nge, if it comes, is likely to be slownprotect against any return to old, familiar practices and traditionsThe Road to Cultural ChangeContemporary Issues (cont.)Continuous Quality Improvement Programsncontinuous, small, incremental changesnfix and improve current work activitiesnrely on participativ

17、e decision making from the bottom levelsProcess Reengineeringndramatic shift in the way an organization does its worknbegins with the redesign of workndefine customer needsndesign work processes to best meet those needsnrequires participation from managers and workersContinuous Quality Improvement V

18、ersus ReengineeringContinuous Quality Improvement Continuous, incremental change Fixing and improving Mostly “as is” Works from bottom up in organizationReengineering Radical change Redesigning - starting over Mostly “what can be” Initiated by top management创新创新 Stimulating innovationStimulating Inn

19、ovationCreativity versus Innovationncreativity - ability to combine ideas in a unique way or to make unusual associations between ideasninnovation - process of transforming creative ideas into a useful product, service, or method of operationSystems View Of InnovationCreative individuals,groups,orga

20、nizationsCreative processCreative situationCreative product(s)InputsTransformationOutputs13-26Stimulating and Nurturing Innovationnmust focus on inputs ncreative people and groups within the organizationnrequires appropriate environment nstructural variables norganic designnplentiful resourcesnfrequ

21、ent inter-unit communicationStimulating Innovation (cont.)Stimulating Innovation (cont.)Stimulating and Nurturing Innovation (cont.)nrequires appropriate environment (cont.)ncultural variablesnencourage experimentationnreward success and failuresncelebrate mistakesnhuman resource variablesnpromote t

22、raining and development of employeesnoffer high job securitynencourage individuals to become idea champions self-confident, persistent, risk taking energize others with visions of innovationInnovation Variables 在组织变革引入公平操作在组织变革引入公平操作（fair processfair process）本章结言本章结言1 1、过程公正与公平操作、过程公正与公平操作人们对司法制度的信任

23、正是基于对人们对司法制度的信任正是基于对过过程公正的信任程公正的信任。审判的过程是否公正和审判的结果是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。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。法结果有了事先就准备接受的预期。把把“过程公正过程公正”这一概念移植到这一概念移植到组织变革和转型领域，就是我们组织变革和转型领域，就是我们所说的所说的“公平操作公平操作”。在组织变革过程中，在组织变革过程中，“公平操作公平操作” 可以使员工对组织更加信任，并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。自觉

24、自愿地接受组织的领导。2 2、公平操作的、公平操作的3E3E原则原则参与（参与（EngagementEngagement）解释（解释（ExplanationExplanation）清晰的预期（清晰的预期（Clarity of Clarity of ExpectationExpectation）“参与参与”意味着允许个人在组织变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，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而鼓励争论更能够调动员工的积极性，形

25、成更有质量的综合意见。性，形成更有质量的综合意见。“解释解释”是为了使与组织变革相是为了使与组织变革相关和受影响的员工能够理解最终关和受影响的员工能够理解最终的决定。的决定。尤其是，对组织变革背后的理念尤其是，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。织的整体利益中得到了考虑。“清晰的预期清晰的预期”要求管理层明确说要求管理层明确说明组织变革中的新游戏规则，员工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，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

26、以及如果业绩完成得不好会受到什么样惩罚。么样惩罚。组织变革到底是要达到什么目的？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？总体目标和阶段性的目标都是什么？3 3、为什么公平操作至关重要？、为什么公平操作至关重要？为什么为什么“公平操作公平操作”对员工的的对员工的的态度和行为具有如此重要的影响？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？以影响到组织变革的成败？n可归结为理性和感性两方面原因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？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，都希望被看作是为有价值，都希望被看作是“局内局内人人”，而不仅是，而不仅是 “劳动者劳动者”、“员员工工”、或、或“体制外的人体制外的人”，无论地位高低，人都有这样的需要无论地位高低，人都有这样的需要。为什么公平操作至关重要？为什么公平操作至关重要？从理性的角度来看，员工希望自从理性的角度来看，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，愿意和听到他们理性的想法后，愿意和他们解释沟通。他们解释沟通。