管理学原理--第三讲：组织变革.ppt
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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
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