珠宝行业IMBA讲义：企业变革管理（英文）37696.pptx

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1、 MSM 2001Organizational Change Processes in China Dr.Geert W.J.HelingMaastrichtApril,2002 MSM 2002Program(1)1.Introduction2.Basics of Change 3.Current trends in China 4.Fundamental issues in Organizational Change 5.Phases in Change Processes:a model of Change6.Diagnosis:instruments and methods7.Desi

2、gning a Change Program8.Structuring a Change Program MSM 2002Program(2)9.Dynamics of Change10.Interventions11.Implementation12.Resistance and how to handle it13.Role and position of Change agents14.Case presentations15.Integration MSM 2002Basics of ChangeqWhat is change?qDifferent ways of conducting

3、 changeqContext of organizational changeqResponses to Change MSM 2002Current trends in ChinaqPolitical shift towards more Market orientationqBoosting production and economyqOpening up to international marketqEntrance to WTOqFrom inward to outward orientationqNew identity in global politics MSM 2002“

4、Organizations that are able to conduct changes faster and more effectively than their competitors have better chances to survive.”MSM 2002WTO and China MSM 2002Consequences?qAdvantagesqDisadvantagesqThreatsqOpportunitiesqTime scopeqPETS-dimensions MSM 2002Issues in Chinese businessqStructureqCulture

5、qLeadership&ManagementqNew versus OldqDifferences with western style businessqDevelopmentqEtc.q.MSM 2002Fundamental Issues in Organizational ChangeqTypes of changeqWays of changingqDimensions of Change ProgramsqResponses to ChangeqCore principles MSM 2002Types of ChangeqImprovementqInnovationqTransf

6、ormation MSM 2002Two ways of changingImposed ChangeEasyQuickShort termResistance Evoked ChangeComplexLong termCommitmentSustaining MSM 2002Dimensions of Change ProgramsvStrategic considerationsvTechnical preferencesvEconomic/Financial DimensionvSocial(HR)considerationsvCultural aspects MSM 2002Small

7、 versus Large ScaleqType of businessqSize of organizationqUrgency of problems(need)qHistory of organizationqMaturity of peopleqAttitude of Top Management MSM 2002Responses to changesqueezedTop-managementMiddle managementWorking floor/employeesresistantisolated MSM 2002Core principles (1)(How to make

8、 it work)1.Use Goal orientationThere must be Clarity about:qproblem situationqGoalsqCriteria for successqOrganizationqPlanningqControl2.Make a Good diagnosisqSeek informationqSummarizeqAnalyze qFeedback MSM 2002 Core principles (2)(How to make it work)3.Use Systems thinking:always keep the whole sys

9、tem in mindqStructuresqBehaviorqCulture4.Use participation for commitmentqBetter decisionsqStimulate motivationqIdentification with organization MSM 2002Core principles (3)(How to make it work)5.Give support in order to stimulate self-managementqUse feedbackqTrainingqFacilitate communicationqGive su

10、pportqDelegate authorities for use of resources6.Manage the Process of ChangeqAnalyse process continuouslyqDeal with resistance and conflictsqUse flexible planning MSM 2002Core principles (4)(How to make it work)7.Communicate intensivelyqCommunicate,communicate,communicate8.Carefully select key-pers

11、onsqwho are potential alliesqWho are opinion leadersqWho will show resistanceqWho can be a leader MSM 2002Phases of a Change ProgramStep 0:determine internal and external pressure/demands for changeStep 1:Make up diagnosisStep 3:Determine vision and strategyStep 4:Action Planning:design and develop

12、the Change ProgramStep 5:Structure the Change ProcessStep 6:Determine Change dynamicsStep 7:Determine Change Strategies and MethodsStep 8:ImplementStep 9:Evaluate and Adjust/Correct MSM 2002Goals Culture Structure Technology Behaviour&ProcessesOutputGroup PerformanceIndividualPerformanceQuality of W

13、orking ConditionsGroup compositionStructureTechnologyIndividualcharacteristicsGroup BehaviourProcessesCultureIndividual attitudesMotivationConvictionsSourcesSourcesHuman ResourcesOrganizationlevel GrouplevelIndividuallevelENVIRONMENT Source:Harrison,1978,p.51ENVIRONMENT=influence=feedback MSM 2002In

14、ternal/external pressure/demandsleading to change Step 0Evaluate Change Results Step 7Determine Change Strategies and Implementation methodologies Step 6Determine theChange Dynamics Step 5Structure theChange Process Step 4Design and Develop Step 3Determine Vision And StrategyStep 2Draw up diagnosis

15、Step 1ChangeGoalsChangeSituation ChangeStrategyChange EffectivenessOrganizational ExpertiseChange Management ExpertiseSource:Cozijnsen&Vrakking,1996.MSM 2002General DirectorLHCCpmmunist PartysOmplementation PanelDeputu General DirectorDeputy General DirectorDeputy General DirectorWeaving PlantDueing

16、 PlantGarment PlantKnitting PlantSupport Units&ServicesAdministrationFinance Dept.Import-Export Dept.Materials Dept.R&D CentrePlanning&Sales Dept.Legend:Officially designed reporting lineDelegated tasks to DGD by the GD,But are subject to frequent changesOrganisation Chart of LHC MSM 2002Diagnostic

17、Instrumentsq7 S-modelqOrganization Matrix modelqManagement Effectiveness AnalysisqEtc.MSM 2002StructureStaffStyleSkillsSystemsShared ValuesStrategyHard variablesSoft variablesThe 7-S model MSM 2002 MSM 2002Box 1:Goals and methodsCore activitiesStrategic planningMarketingFinancingetc.MSM 2002Box 2:In

18、ternal Structure (Tasks&authorities)OrganigramTask/project descriptionsNeed for informationProceduresetc.MSM 2002Box 3:Knowledge and skillsFunction needsRecruitmentKnow-how Salary systemetc.MSM 2002Box 4:StakeholdersCEO/Board of directorsPressure groupsCustomers EmployeesFinancieretc.MSM 2002Box 5:D

19、ecision takingInformal structure Participation in decision takingReview of resultsConsultationNegotiationsetc.MSM 2002Box 6:AutonomyRoom for actionPersonal perspectiveStatusIndividual interestsetc.MSM 2002Box 7:Organizational ClimateVisionCommitmentElan House style etc.MSM 2002Box 8:Co-operationProb

20、lem solving Team-play Co-ordination of ideas Meeting styles etc.MSM 2002Box 9:AttitudeCreativity FellowshipTrust Dedication etc.MSM 2002Management Effectiveness AnalysisMeasures behavior+effectivenessScientific approachQuestionnaire(111 items)21 behavioural setsSituation dependentStrategic+Feedback

21、profilesIndividual+group analyses MSM 2002 MSM 2002Vision and Strategy?MSM 2002Designing a Change ProgramGrow or a Roll-out model TimingNeed&wantSkills(ability)attitude(culture)MSM 2002Change CompetenceInfrastructureStrategic ComponentOrganizationalSuccessInstitutionalComponentHumanResourcesComponen

22、tChange PolicyChange CapacityLeading PotentialSpeedWillingnessInfrastructure of Change CompetenceSource:Cozijnsen&Vrakking,1995 MSM 2002Competing Values Framework:Organizational Effectiveness (Quinn model 1)FlexibilityExternalInternalControl open systems modelRational goal modelInternal process mode

23、lHuman relations modelMeans:cohesion,moraleEnds:human resource developmentMeans:planning,goal settingEnds:productivity,efficiencyMeans:flexibiity,readinessEnds:growth,resource acquisitionMeans:information management,communicationEnds:Stability,control MSM 2002Quinn model 2 MSM 20024 conditions for c

24、hanging behaviourneedwantbeing allowedcan MSM 2002Roll-out change1.Preparation2.Planning3.Transition structures4.Implementation 1.(=rolling-out)5.Reward MSM 2002Grow or Process ChangeqPreparationqPlanningqTake first stepqCheck and CorrectqTake next stepqEtc.q.qTerminate MSM 2002Dynamics of Changeq P

25、ain and desireq Losses and gainsq Resistanceq Involvementq Motivation MSM 2002Types of LossChange always implies losing some things.Examples of things that people might fear they could lose are:SecurityStatusCompetenceRelationshipsSense of directionTerritory MSM 2002Signs of ResistanceIndividual res

26、istance:ComplaintsErrorsAngerDisobeying and stubbornnessApathyAbsence due to illnessWithdrawal.MSM 2002Signs of ResistanceOrganizational resistance:qAccidentsqIncrease in workers compensation claimsqIncreased absenteeismqGossipqSabotageqIncrease in health care claimsqLowered productivity MSM 2002Pha

27、ses of TransitionFrom Danger to Opportunity1.Denial3.Exploration1.2.Resistance4.Commitment MSM 2002Phases in mourning process1.Denial2.Anger3.Hustle4.Depression5.Acquiescence6.Acceptance MSM 2002Reactions to Organizational Change (1)1.Denial“It will not be serious”“It has nothing to do with us”2.Ang

28、er“Whats wrong with what we have been doing the last few years?”“It Is this the reward for years of hard work?”3.Hustle“Now is a bad timing,because”“Well if we were having more money”MSM 2002Reactions to Organizational Change (2)4.Depression“I give up,they will never listen to me”“They are always ju

29、st doing what they like”5.Acquiescence“Actually I dont really care anymore”“I will just let things happen”6.Acceptance“Actually it also has some benefits”“Well of course it was unacceptable to keep things as they were”MSM 2002How to handle these reactions?(1)1.Denial make people awareConfrontation w

30、ith figures,clients,publicity,etc.Elicit reactions(make people active)2.Anger Listen en build rapportShow understanding for emotionsLet early adaptors take initiative3.Hustle Be clear and make people accountable Communicate goals and visionNegotiate about implementation proposals MSM 2002How to hand

31、le these reactions?(2)4.Depression(silence)no return statementTake decisions and carry them out immediatelyMake implementation irreversible5.Acquiescence Give support“Let us go back to work”Support process of learning and adaptation6.Acceptance Reinforce Control,evaluate and celebrate successesUse t

32、eam building,make up new goals MSM 2002Dos and Donts:(Some general Basic guidelines for effective Change)1.Have a good reason for making the change2.Involve people in the change3.Put a respected person in charge of the process4.Create transition management 5.Bring in outsider help6.Provide training

33、in new values and behavior7.Establish symbols of change8.Acknowledge and reward people MSM 2002Dos and Donts in PreparationPrepare your employeesDescribe the change as completely as you canResearch what happened during the last changeAssess the organizational readinessDont make additional changes th

34、at arent critical/necessary MSM 2002Dos and Donts in PlanningMake contingency plansAllow for the impact on personal performance and productivityEncourage employee inputAnticipate the skills and knowledge that will be needed to master the changeSet a time table and objectives so you can measure the p

35、rogress MSM 2002Transition StructuresCreate a transition management group to oversee the change(project team).Develop temporary policies and procedures during the change.Demonstrate flexibility to try new things.Loosen control and procedures.Create new communication channels.Meet frequently to monit

36、or the unforeseen to give feedback,or to check on what is happening.MSM 2002Dos and Donts in ImplementationProvide appropriate training in new skills and coaching in new values and behaviorsEncourage self-managementGive more feedback than usual to insure people always know where they standAllow for

37、resistanceGive people a chance to step back and reflect on what is going on MSM 2002Dos and Donts in Implementation(continued)Encourage people to think and act creativelyLook for any opportunity created by the changeAllow for withdrawal and return of people who are temporarily resistantCollaborateMo

38、nitor the change process MSM 2002The ConsultantAcademic educationCommunicates wellCreative thinkerEthicalHas strong“network”PerseveranceSocially orientedOther(discuss)MSM 2002Roles of the consultantqRESOURCE:ConnectionsExpertiseProblem solving(content)ServiceqPROCESS:Change agentCoachProblem finder/

39、solver(processes)Social methodologySparring partnerTrainer MSM 2002Skills of the ConsultantAnalytical&diagnostic Communication skills(360 degree)Influencing skills+adequate use of powerManagement skillsMarketing/sales abilitiesProblem finding/solvingSelf discipline/ethical sensibilitySocial skills M

40、SM 2002Internal vs ExternalqCostsqCommitmentqObjectivity/IndependenceqParticipates in implementationq“Political”involvementqSecond opinionqSpecific knowledge/experience MSM 2002Consultant Selecting criteriaqProfessional integrityqProfessional competenceFirm and consultantKnowledge of industryUnderst

41、anding of country and cultureSkills(hard and soft)Creativity and innovationqRapport with consultantqAssignment designqCapacity to deliverqAbility to mobilize resourcesqCostsqImage/reputationqOther(discuss.)MSM 2002ConclusionsvDifferent actors(management levels)have different rolesvManaging change re

42、quires skills and attitudevEvery change involves gains and lossesvOrganizational Change needs careful preparation and planningvRewarding is better than punishingvResistance is a natural reactionvThe Law of Transition MSM 2002People dont hate to change.People hate to be changed!MSM 20027 habits of hi

43、ghly successful peopleBe proactiveBegin with the end in mindPut first things firstThink Win-winSeek first to understand,then to be understoodSynergizeSharpen the sawAfter St.Covey MSM 2002谢谢观看/欢迎下载BY FAITH I MEAN A VISION OF GOOD ONE CHERISHES AND THE ENTHUSIASM THAT PUSHES ONE TO SEEK ITS FULFILLMENT REGARDLESS OF OBSTACLES.BY FAITH I BY FAITH