管理学原理--第三讲:组织变革优质PPT.ppt
- 文档编号:15566101
- 上传时间:2022-11-05
- 格式:PPT
- 页数:39
- 大小:1.99MB
管理学原理--第三讲:组织变革优质PPT.ppt
《管理学原理--第三讲:组织变革优质PPT.ppt》由会员分享,可在线阅读,更多相关《管理学原理--第三讲:组织变革优质PPT.ppt(39页珍藏版)》请在冰豆网上搜索。
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MANAGINGCHANGEANDINNOVATION引言引言作家加德勒(作家加德勒(JohnJohnCardlerCardler)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?
LearningObjectivesYoushouldlearnto:
nContrastthecalmwatersandwhite-waterrapidsmetaphorsofchangenDescribewhatmanagerscanchangeinorganizationsnExplainwhypeoplearelikelytoresistchangenListtechniquesforreducingresistancetochangeLearningObjectives(cont.)DescribethesituationalfactorsthatfacilitateculturalchangeExplainhowprocessreengineeringisrelatedtochangeDifferentiatebetweencreativityandinnovationExplainhoworganizationscanstimulateandnurtureinnovationWhatIsChange?
Changenalterationsinpeople,structure,ortechnology,andculturenchangeisanorganizationalrealitynmanagingchangeisanintegralpartofeverymanagersjobForcesForChangeExternalForcesnmarketplacenTechnologynlabormarketsneconomic-uncertaintiesaboutinterestrates,budgetdeficits,andcurrencyexchangeratesForcesForChange(cont.)InternalForcesnoriginatefromtheoperationsoftheorganizationnforcesmayincludestrategy,workforce,newequipment,oremployeeattitudesManagerinitiatives-asChangeAgent13-8TwoViewsOfTheChangeProcessTheCalmWatersMetaphornchangeisabreakintheorganizationsequilibriumstatenLewinsthree-stepmodelnunfreezing-preparingfortheneededchangeby:
nincreasingthedrivingforcesthatdirectbehaviorawayfromthestatusquondecreasingtherestrainingforcesthatpushbehaviortowardsthestatusquonchanging-movetoanotherequilibriumlevelnrefreezing-makechangepermanentTheChangeProcessTwoViewsOfTheChangeProcess(cont.)White-WaterRapidsMetaphornconsistentwithuncertainanddynamicenvironmentsnconsistentwithaworldincreasinglydominatedbyinformation,ideas,andknowledgenmanagersmustcontinuallymaneuverinuninterruptedrapidsntoday,managersmustbereadytoefficientlyandeffectivelymanagethechangesfacingtheirorganizationsortheirworkareasThreeCategoriesOfChangeWorkspecialization,departmentalization,chainofcommand,spanofcontrol,centralization,formalization,jobredesign,oractualdesignStructureAttitudes,expectations,perceptions,andbehaviorPeopleWorkprocesses,methods,andequipmentTechnologyTheCategoriesOfChangechangingstructure-organizationsformaldesign,centralization,degreeofformalization,andworkspecializationnstructuralcomponentsandstructuraldesignchangingtechnology-modificationsinthewayworkisperformednalterationsinthemethodsandequipmentusednconsequenceofcompetitivefactorsorinnovationswithinanindustrynautomation-replacestasksdonebypeoplewithmachinesncomputerization-recentvisiblechangesininformationsystemschangingpeople-changesinemployeeattitudes,expectations,perceptions,andbehaviornorganizationaldevelopment(OD)-techniquesorprogramstochangepeopleandthenatureandqualityofinterpersonalworkrelationshipsnintendedtohelpindividualsandgroupsworktogethermoreeffectivelyOrganizationalDevelopmentTechniquesMoreEffectiveInterpersonalWorkEnvironmentProcessConsultationIntergroupDevelopmentSensitivityTrainingSurveyFeedbackTeamBuildingDealingwithResistancetoChangeWhypeopleresistchangenchangereplacestheknownwithambiguityanduncertaintynchangethreatensinvestmentsinthestatusquonbeliefthatchangeisincompatiblewiththegoalsandinterestsoftheorganizationTechniquesforreducingresistancenavarietyofactionsavailabletomanagerstodealwithdysfunctionalresistanceManagerialActionstoReduceResistancetoChangeContemporaryIssuesInManagingChangeChangingOrganizationalCulturencultureresistanttochangebecauseitismadeupofrelativelystableandpermanentcharacteristicsnstrongculturesareparticularlyresistanttochangenUnderstandingtheSituationalFactors-makesculturalchangemorelikelyndramaticcrisisoccursnleadershipchangeshandsnorganizationisyoungandsmallncultureisweakContemporaryIssues(cont.)ChangingOrganizationalCulture(cont.)HowCanCulturalChangeBeAccomplished?
nrequiresacomprehensiveandcoordinatedstrategynunfreezethecurrentculturenimplementnew“waysofdoingthings”nreinforcethosenewvaluesnchange,ifitcomes,islikelytobeslownprotectagainstanyreturntoold,familiarpracticesandtraditionsTheRoadtoCulturalChangeContemporaryIssues(cont.)ContinuousQualityImprovementProgramsncontinuous,small,incrementalchangesnfixandimprovecurrentworkactivitiesnrelyonparticipativedecisionmakingfromthebottomlevelsProcessReengineeringndramaticshiftinthewayanorganizationdoesitsworknbeginswiththeredesignofworkndefinecustomerneedsndesignworkprocessestobestmeetthoseneedsnrequiresparticipationfrommanagersandworkersContinuousQualityImprovementVersusReengineeringContinuousQualityImprovementContinuous,incrementalchangeFixingand
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- 管理学 原理 第三 组织 变革