《《精编》Organizational Change & Development （英文版）》由会员分享，可在线阅读，更多相关《《精编》Organizational Change & Development （英文版）（17页珍藏版）》请在金锄头文库上搜索。
1、DimensionsofOrganizationalChange TopDown Bottom upRadical IncrementalDiscontinuous ContinuousPlanned EmergentOD Incremental gradual planedchangesOrganizationaltransformation Decisive rapid fundamentalchanges Chap 18OrganizationalChange Development 18 1ForcesofChangeSpecificfactorsactingasstimulantsf
2、orchange Dynamic Changingenvironment Technology ITautomation TQMprogram BPRnatureoftheworkforce moreculturaldiversity increaseinprofessions manynewentrantswithinadequateskillseconomicshocks securitymarketcrashes interestratefluctuations foreigncurrencyfluctuationscompetition globalcompetitions merge
3、rs considerations growthofspecialtyretailerssocialtrends increaseincollegeattendance divorcerate delayedmarriagesbyyoungpeoplesworldpolitics 2 ManagingPlannedChange Change makingthingsdifferent PlannedChange changeactivitiesthatareintentional2nd order multidimensional multilevel discontinuous radica
4、lChangeagents personsactingascatalysts assumetheresponsibilityformanaging 3 Whatcanchangeagentschange Structure alter1ormoreofthekeyelementsin majormodificationsintechnology mostofearlystudiesdealtwitheffortsaimedattechnologicalchange introductionofnewequipment tools methods automation computerizati
5、onphysicalsetting considerworkdemands formalinteractionrequirement socialneedswhenm d Aboutspaceconfigurations interiordesign equipplacementpeople changingtheattitudes behaviorsof od 4 Resistancetochange Individual habit security economicfactors fearoftheunknown selectiveinformationprocessorganizati
6、on structuralinertia limitedfocusofchange groupinertia threattoexpertise threattoestablishedpowerrelationships R A overcoming educationpower stakeholder impetus newcomer 4 Approachtomanagingchange 1 3 Phase Lewin snotion Unfreezing changeefforttoovercomethepressuresofbothindividual groupconformity i
7、mplementation equilibriumstateRefreezingorinstitutionalization stabilizingachangeinterventionbybalancing Sustainedovertime preventfrombeingshortlived revertingtotheprevious theanalysisofdrivingforces forcesthatdirectbehaviorawayfromthestatusquo constraintingforces forcesthathindermovementaway achiev
8、edin1ofthe3ways combinethe1st2 4 Approachtomanagingchange 1 5 stepsActionresearch Achangeprocessbasedonsystematiccollectionofdata thenselectionofachangeactionbasedonwhattheanalyzeddataindicatediagnosis gatheringinformationaboutproblemsanalysis synthesizedthisinformationintoprimaryconcerns problemare
9、as possibleactionsfeedback sharingwith whathasbeenfoundfromaction carryoutthespecificactiontocorrect evaluation theeffectivenessoftheactions usingtheinitialdatagatheredaspointsofreference 5 KeyChangeissuesinthe1990s 1 stimulatingorganizationalinnovation Anewideaappliedtoinitiatingorimprovingaproduct
10、s processorservicestructuralvariables organic positivelyinfluenceinnovation longtenurein isassociatedwith 3 nurturedwherethereareslackresource bearingthecostof internunitcommunicationfacilitatecross fertilizationcultureencouragingexperimentation rewardbothsuccess failure celebratemistakes rewardedfo
11、rtheabsenceoffailuresratherthanforthepresenceofsuccesseshumanresources promotetraining developmentof tokeepcurrent offerhighjobsecurityso don tfeargettingfiredforM M championofchange s c Per energy r t lead 5 KeyChangeissuesinthe1990s 1 creatingthelearningorganization hasdevelopedthecontinuouscapaci
12、tytoadaptsublimate toworktogethertoachievethe ssharedvisionremedyfor fragmentation overcompetition reactivenessmanaginglearning strategy redesignthe culture 6 ODValues Acollectionofplanned changeinterventions builtonhumanistic democraticvalues thatseekstoimprove effectiveness employeewell beingrespe
13、ctforpeople TheoryY treatedwithdignitytrust support authenticity openness asuppotivepowerequalization deemphasizehierarchical confrontation problemshouldn tbesweptundertherugparticipation themore areinvolvedin themoretheywillbecommittedtoimplementing 7 ODInterventions T group sensitivity laboratory
14、training encountergroups traininggroupsthatseektochangebehaviorthroughunstructuredgroupinteractionsurveyfeedback theuseofquestionnairestoidentifydiscrepanciesamongmemberperceptions discussionfollows remediesaresuggested 7 ODInterventions Processconsultation PC consultantgivesaclientinsightintowhatis
15、goingonaroundtheclient identifiesprocessesthatneedimprovementTeambuilding highinteractionamongteammemberstoincreasetrust opennessintergroupdevelopment ODeffortstochangetheattitudes stereotypes perceptionsthatgroupshaveofeachother 8 CultureBound Dopeoplebelievechangeispossible Varyintermsofbeliefsabo
16、uttheirabilitytocontroltheirenvironmentsubjugatetoifchangeispossible howlongwillittaketobringitabout Time orientation societieswithashort termfocusisresistancetochangegreaterinsomeculturethaninothers Relianceontradition focusonthepastdoescultureinfluencehowchangeeffortswillbeimplemented Inhighpower distanceculture 3 ThreelensesofOrgan Change1 Strategicdesign Keyfoci structure processesElements resource capabilities informationProcess analysis redesignEnvironment opportunities threats resourcecon
