管理学原理--第三讲：组织变革

Process Reengineering


define customer needs design work processes to best meet those needs
Contemporary Issues In Managing Change
Changing Organizational Culture
culture resistant to change because it is made up of relatively stable and permanent characteristics strong cultures are particularly resistant to change Understanding the Situational Factors - makes cultural change more likely dramatic crisis occurs leadership changes hands organization is young and small culture is weak
What Is Change?
Change alterations in people, structure, or technology, and culture change is an organizational reality managing change is an integral part of every manager’s job
The Road to Cultural Change
Contemporary Issues (cont.)
Continuous Quality Improvement Programs


continuous, small, incremental changes fix and improve current work activities rely on participative decision making from the bottom levels dramatic shift in the way an organization does its work begins with the redesign of work

Contemporary Issues (cont.)
Changing Organizational Culture (cont.)
How Can Cultural Change Be Accomplished? requires a comprehensive and coordinated strategy unfreeze the current culture implement new “ways of doing things” reinforce those new values change, if it comes, is likely to be slow protect against any return to old, familiar practices and traditions
第三讲：战略与组织变革
范黎波 对外经济贸易大学国际商学院 2008年11月
第十三章：组织变革与创新
MANAGING CHANGE AND INNOVATION
引言
作家加德勒（John Cardler）说过： 大多数有问题的组织是因为滋生了 功能性的盲目，看不到自己的缺点。 它们的症结并不在于无法解决问题， 而是根本看不到问题。 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 情发生？
Learning Objectives
You should learn to: Contrast the calm waters and white-water rapids metaphors of change Describe what managers can change in organizations Explain why people are likely to resist change List techniques for reducing resistance to change

Techniques for reducing resistance

a variety of actions available to managers to deal with dysfunctional resistance
Managerial Actions to Reduce Resistance to Change
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Forces For Change (cont.)
Internal Forces
from the operations of the organization forces may include strategy, workforce, new equipment, or employee attitudes Manager initiatives-----as Change Agent
Technology
Work processes, methods, and equipment
People
Attitudes, expectations, perceptions, and behavior
The Categories Of Change
changing structure - organization’s formal design, centralization, degree of formalization, and work specialization structural components and structural design

The Change Process
Two Views Of The Change Process (cont.)
White-Water Rapids Metaphor consistent with uncertain and dynamic environments consistent with a world increasingly dominated by information, ideas, and knowledge managers must continually maneuver in uninterrupted rapids today, managers must be ready to efficiently and effectively manage the changes facing their organizations or their work areas
Forces For Change
External Forces marketplace Technology labor markets economic - uncertainties about interest rates, budget deficits, and currency exchange rates
Learning Objectives (cont.)
Describe the situational factors that facilitate cultural change Explain how process reengineering is related to change Differentiate between creativity and innovation Explain how organizations can stimulate and nurture innovation
changing technology - modifications in the way work is performed alterations in the methods and equipment used consequence of competitive factors or innovations within an industry automation - replaces tasks done by people with machines computerization - recent visible changes in information systems
Organizational Development Techniques
Sensitivity Training Survey Feedback More Effective Interpersonal Work Environment Team Building
Process Consultation
Three Categories Of Change
Structure
Work specialization, departmentalization, chain of command, span of control, centralization, formalization, job redesign, or actual design
Intergroup Development
Dealing with Resistance to Change
Why people resist change
change replaces the known with ambiguity and uncertainty change threatens investments in the status quo belief that change is incompatible with the goals and interests of the organization
13-8
originate
Two Views Of The Change Process
The Calm Waters Metaphor
change is a break in the organization’s equilibrium state Lewin’s three-step model unfreezing - preparing for the needed change by: increasing the driving forces that direct behavior away from the status quo decreasing the restraining forces that push behavior towards the status quo changing - move to another equilibrium level refreezing - make change permanent
changing people - changes in employee
attitudes, expectations, perceptions, and behavior organizational development (OD) techniques or programs to change people and the nature and quality of interpersonal work relationships intended to help individuals and groups work together more effectively