管理学原理--第三讲：组织变革.ppt

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MANAGINGCHANGEANDINNOVATION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？你是否能你是

2、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.)D

3、escribethesituationalfactorsthatfacilitateculturalchangeExplainhowprocessreengineeringisrelatedtochangeDifferentiatebetweencreativityandinnovationExplainhoworganizationscanstimulateandnurtureinnovationWhatIsChange?Changenalterationsinpeople,structure,ortechnology,andculturenchangeisanorganizationalr

4、ealitynmanagingchangeisanintegralpartofeverymanagersjobForcesForChangeExternalForcesnmarketplace nTechnologynlabor markets neconomic-uncertainties about interest rates,budget deficits,and currency exchange rates ForcesForChange(cont.)InternalForcesnoriginate from the operations of the organizationnf

5、orces may include strategy,workforce,new equipment,or employee attitudesManagerinitiatives-asChangeAgent13-8TwoViewsOfTheChangeProcessTheCalmWatersMetaphornchange is a break in the organizations equilibrium staten Lewins three-step modelnunfreezing-preparing for the needed change by:nincreasing the

6、driving forces that direct behavior away from the status quondecreasing the restraining forces that push behavior towards the status quonchanging-move to another equilibrium levelnrefreezing-make change permanentThe Change ProcessTwo Views Of The Change Process(cont.)White-WaterRapidsMetaphornconsis

7、tent with uncertain and dynamic environmentsnconsistent with a world increasingly dominated by information,ideas,and knowledgenmanagers must continually maneuver in uninterrupted rapidsntoday,managers must be ready to efficiently and effectively manage the changes facing their organizations or their

8、 work areasThree Categories Of ChangeWork specialization,departmentalization,chain of command,span ofcontrol,centralization,formalization,job redesign,or actual designStructureAttitudes,expectations,perceptions,andbehaviorPeopleWork processes,methods,and equipmentTechnologyTheCategoriesOfChangechang

9、ing structure-organizations formal design,centralization,degree of formalization,and work specialization nstructural components and structural designchanging technology-modifications in the way work is performednalterations in the methods and equipment usednconsequence of competitive factors or inno

10、vations within an industrynautomation-replaces tasks done by people with machinesncomputerization-recent visible changes in information systemschanging people-changes in employee attitudes,expectations,perceptions,and behaviornorganizational development(OD)-techniques or programs to change people an

11、d the nature and quality of interpersonal work relationshipsnintended to help individuals and groups work together more effectivelyOrganizational Development TechniquesMoreEffectiveInterpersonalWorkEnvironmentProcessConsultationIntergroupDevelopmentSensitivityTrainingSurveyFeedbackTeamBuildingDealin

12、gwithResistancetoChangeWhy people resist changenchange replaces the known with ambiguity and uncertaintynchange threatens investments in the status quonbelief that change is incompatible with the goals and interests of the organizationTechniques for reducing resistancena variety of actions available

13、 to managers to deal with dysfunctional resistanceManagerial Actions to Reduce Resistance to ChangeContemporaryIssuesInManagingChangeChangingOrganizationalCulturenculture resistant to change because it is made up of relatively stable and permanent characteristicsnstrong cultures are particularly res

14、istant to changenUnderstanding the Situational Factors-makesculturalchangemorelikelyndramatic crisis occursnleadership changes handsnorganization is young and smallnculture is weakContemporaryIssues(cont.)ChangingOrganizationalCulture(cont.)How Can Cultural Change Be Accomplished?nrequires a compreh

15、ensive and coordinated strategynunfreeze the current culturenimplement new“ways of doing things”nreinforce those new valuesnchange,if it comes,is likely to be slownprotect against any return to old,familiar practices and traditionsThe Road to Cultural ChangeContemporaryIssues(cont.)ContinuousQuality

16、ImprovementProgramsncontinuous,small,incremental changesnfix and improve current work activitiesnrely on participative decision making from the bottom levelsProcessReengineeringndramatic 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 workersContinuousQualityImprovementVersusReengineeringContinuousQualityImprovement Continuous,incremental change Fixing and