精读组织设计有效的干预措施上之变革情境.docx
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精读组织设计有效的干预措施上之变革情境.docx
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精读组织设计有效的干预措施上之变革情境
【精读组织】设计有效的干预措施(上)之变革情境
《组织发展学原理与应用》加里·麦克莱恩(著)
组织发展过程
TheProcessofOrganizationDevelopment
1.进入与签约EnteringandContracting
1.1进入组织发展EnteringintoanODrelationship
1.2签订合同 Developingacontract
1.3【进入和签约阶段】的人际关系问题Interpersonalprocessissuesinenteringandcontracting
2.组织诊断DiagnosingOrganizations
2.1Whatisdiagnosis?
诊断是什么?
2.2Theneedfordiagnosticmodels对诊断模型的需求
2.3Opensystemsmodel开放系统模型
2.4Organization-leveldiagnosis组织层级的诊断
3.群体与职位诊断DiagnosingGroupsandJobs
3.1 Group-LevelDiagnosis 群体层级的诊断
3.2 Individual-LevelDiagnosis 个体层级的诊断
4.收集和分析诊断信息CollectingandAnalyzingDiagnosticInformation
4.1TheDiagnosticRelationship诊断关系
4.2MethodsForCollectingData信息收集的方法
4.3Sampling 抽样
4.4TechniquesForAnalyzingData信息分析的方法
5.反馈诊断信息FeedingBackDiagnosticInformation
5.1DeterminingTheContentOfTheFeedback确定反馈内容
5.2CharacteristicsOfTheFeedbackProcess反馈过程的特征
5.3SurveyFeedback调查反馈
6.设计干预措施DesigningInterventions
6.1OverviewofInterventions干预措施综述
6.2WhatAreEffectiveInterventions?
什么是有效的干预措施
6.3HowtoDesignEffectiveInterventions设计有效的干预措施
7.领导和管理变革LeadingandManagingChange
8.评估和制度化“组织发展变革”EvaluatingandInstitutionalizingOrganizationDevelopmentInterventions
“
6.3HowtoDesignEffectiveInterventions
设计有效的干预措施
”
6.3.1ContingenciesRelatedtotheChangeSituation变革情境相关的事件
6.3.1.1NationalCulture
6.3.1.2EconomicDevelopment
6.3.1.3HowNationalCultureandEconomicDevelopmentAffectODInterventions
6.3.2ContingenciesRelatedtotheTargetofChange变革目标相关的事件
6.3.2.1OrganizationalIssues组织问题
6.3.2.2OrganizationalLevels组织层级
DesigningODinterventionsrequirespayingcarefulattentiontotheneedsanddynamicsofthechangesituationandcraftingachangeprogramthatwillbeconsistentwiththefollowingthreecriteriaofeffectiveinterventions.
ThreemajorcriteriadefineaneffectiveODintervention:
1.theextenttowhichitfitstheneedsoftheorganization;干预措施对组织的匹配与适用程度
2.thedegreetowhichitisbasedoncausalknowledgeofintendedoutcomes;干预措施“对预期结果的因果认识上”的依赖程度
3.theextenttowhichittransferschangemanagementcompetencetoorganizationmembers.干预措施提高组织成员管理变革的能力
CurrentknowledgeofODinterventionsprovidesonlygeneralprescriptionsforchange.Thereisscantpreciseinformationorresearchabouthowtodesigninterventionsorhowtheycanbeexpectedtointeractwithorganizationalconditionstoachievespecificresults.Moreover,becausetheabilitytoimplementmostODinterventionsishighlydependentontheskillsandknowledgeofthechangeagent,thedesignofaninterventionwilldependtosomeextentontheexpertiseofthepractitioner.TwomajorsetsofcontingenciesthatcanaffectinterventionsuccesshavebeendiscussedintheODliterature:
thosehavingtodowiththechangesituationandthoserelatedtothetargetofchange.Bothkindsofcontingenciesneedtobeconsideredindesigninginterventions.
影响干预成功的两大因素
1、变革情境thechangesituation
2、变革目标thetargetofchange
6.3.1ContingenciesRelatedtotheChangeSituation
Researchershaveidentifiedanumberofcontingenciespresentinthechangesituationthatcanaffectinterventionsuccess.Theseincludeindividualdifferencesamongorganizationmembers(e.g.,needsforautonomy),organizationalfactors(e.g.,managementstyleandtechnicaluncertainty),anddimensionsofthechangeprocessitself(e.g.,degreeoftop-managementsupport).Unlessthesefactorsaretakenintoaccount,designinganinterventionwillhavelittleimpactonorganizationalfunctioningor,worse,itmayproducenegativeresults.Inmanycases,knowledgeofthesecontingenciesresultsinmodifyingoradjustingthechangeprogramtofitthesetting.Inapplyingareward-systeminterventiontoanorganization,thechangesmighthavetobemodifieddependingonwhetherthefirmwantstoreinforceindividualorteamperformance.
AlthoughknowledgeofcontingenciesisstillatarudimentarystageofdevelopmentinOD,researchershavediscoveredseveralsituationalfactorsthatcanaffectinterventionsuccess.Twoadditionalandgenericcontingenciesrelatedtothecountryorregion’snationalcultureandstageofeconomicdevelopmentarepresentedhere.
两个普遍的情境因素
1、国家或区域民族文化
2、经济发展的阶段
6.3.1.1NationalCulture
TheapplicabilityandeffectivenessofODincountriesoutsideoftheUnitedStatesisthesubjectofintensedebate.BecauseODwasdevelopedpredominantlybyAmericanandWesternEuropeanpractitioners,itspracticesandmethodsareheavilyinfluencedbythevaluesandassumptionsoftheseWesternindustrializedcultures.Thus,traditionalapproachestoplannedchangemaypromotemanagementpracticesthatconflictwiththevaluesandassumptionsofothersocieties.WillChineseculturalvalues,forexample,bepreservedordefendedasanincreasingnumberofEuropeanandAmericanorganizationsestablishoperationsinthatcountry?
HowshouldODbeconductedinanIndianfirmoperatingintheUnitedStates?
Ontheotherhand,somepractitionersbelievethatODcanresultinorganizationalimprovementsinanyculture.ResearchershaveproposedthatapplyingODindifferentcountriesrequiresa“context-based”approachtodesigninginterventions.Thisinvolvesfittingthechangeprocesstotheorganization’sculturalcontext,includingthevaluesheldbymembersintheparticularcountryorregion.Thesebeliefsinformpeopleaboutbehaviorsthatareimportantandacceptableintheirculture.Culturalvaluesplayamajorroleinshapingthecustomsandpracticesthatoccurwithinorganizationsaswell,andinfluencinghowmembersreacttophenomenahavingtodowithpower,conflict,ambiguity,time,andchange.Thereisagrowingbodyofknowledgeaboutculturaldiversityanditseffectonorganizationalandmanagementpractices.Asshownin【Table1】,researchershaveidentifiedfivekeyvaluesthatdescribenationalculturesandinfluenceorganizationalcustoms:
Contextorientation.语境
Thisvaluedescribeshowinformationisconveyedandtimeisvaluedinaculture.Inlow-contextcultures,suchasScandinaviaandtheUnitedStates,peoplecommunicatedirectlyinwordsandphrases.Themorespecifictheword,themoremeaningisexpressed.Inaddition,timeisviewedasdiscreteandlinear—assomethingthatcanbespent,used,saved,orwasted.Inhigh-contextcultures,ontheotherhand,thecommunicationmediumreflectsthemessagemorethanthewords,andtimeisafluidandflexibleconcept.Forexample,socialcuesinJapanandVenezuelaprovideasmuch,ifnotmore,informationaboutaparticularsituationthandowordsalone.
Businesspracticesinhigh-contextculturesemphasizeceremonyandritual.Forexample,knowinghowtoexchangebusinesscards,participateinareception,orconductabanquetinChinahonorstheclientandfacilitatesthebusinessrelationship.Howonebehavesisanimportantsignalofsupportandcompliancewiththewaythingsaredone.Structuresarelessformalinhigh-contextcultures;therearefewwrittenpoliciesandprocedurestoguidebehavior.Becausehigh-contextculturesviewtimeasfluid,punctualityforappointmentsislessaprioritythanismaintainingrelationships.
Powerdistance权力等级
Thisvalueconcernsthewaypeopleviewauthority,statusdifferences,andinfluencepatterns.Peopleinhighpower-distanceregions,suchasLatinAmericaandEasternEurope,tendtoacceptunequaldistributionsofpowerandinfluence,andconsequentlyautocraticandpaternalisticdecision-makingpracticesarethenorm.专制独裁和大家长式决策。
Organizationsinhighpower-distanceculturestendtobecentralized,withseveralhierarchicallevelsandalargeproportionofsupervisorypersonnel.Subordinatesintheseorganizationsrepresentalowersocialclass.Theyexpecttobesupervisedcloselyandbelievethatpowerholdersareentitledtospecialprivileges.Suchpracticeswouldbeinappropriateinlowpower-distanceregions,suchasScandinavia,whereparticipativedecisionmakingandegalitarianmethodsprevail.
Uncertaintyavoidance规避不确定
Thisvaluereflectsapreferenceforconservativepracticesandfamiliarandpredictablesituations.Peopleinhighuncertainty-avoidanceregions,suchasAsia,preferstableroutinesoverchangeandacttomaintainthestatusquo.Theydonotlikeconflictandbelievethatcompanyrulesshouldnotbebroken.Inregionswhereuncertaintyavoidanceislow,suchasinmanyEuropeancountries,ambiguityislessthreatening. Organizationsintheseculturestendtofavorfewerrules,higherlevelsofparticipationindecisionmaking,moreorganicstructures,andmorerisktaking.
Achievementorientation成就导向
Thisvalueconcernstheextenttowhichtheculturefavorstheacquisitionofpowerandresources.Employeesfromachievement-orientedcultures,suchasAsiaandLatinAmerica,placeahighvalueoncareeradvancement,freedom,andsalarygrowth.Organizationsintheseculturespursueaggressivegoalsandcanhavehighlevelsofstressandconflict.Organizationalsuccessismeasuredintermsofsize,growth,andspeed.Ontheotherhand,workersincultureswhereachievementislessofadrivingvalue,suchasthoseinScandinavia,prizethesocialaspectsofwork,includingworkingconditionsandsupervision,andtypicallyfavoropportunitiestolearnandgrowatwork.
Individualism个人主义
Thisvalueisconcernedwithlookingoutforoneselfasopposedtoone’sgroupororganization.Inhigh-individualismcultures,suchastheUnitedStatesandAustralia,personalinitiativeandcompetitivenessarevaluedstrongly.Organizationsinindividualisticculturesoftenhavehighturnoverratesandindividualratherthangroupdecis
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- 关 键 词:
- 精读 组织设计 有效 干预 措施 变革 情境