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单击以编辑母版标题样式,单击以编辑母版文本样式,第二级,第三级,第四级,第五级,*,Dimensions of Organizational Change,Top Down _Bottom-up,Radical_Incremental,Discontinuous _Continuous,Planned_Emergent,OD,-,Incremental, gradual, planed changes,Organizational transformation-Decisive, rapid,fundamental changes,Chap. 18 Organizational Change & Development,18.1 Forces of ChangeSpecific factors acting as stimulants forchange,Dynamic& Changing environment,Technology,:IT automation,TQM program,BPR,natureof thework force,:more culturaldiversity, increasein professions,many new entrants with inadequateskills,economic shocks,:security market crashes,interest rate fluctuations,foreign currency fluctuations,competition,:globalcompetitions,mergers& considerations,growth ofspecialty retailers,socialtrends,:increase in collegeattendance & divorcerate, delayedmarriages by young peoples,world politics,2.Managing Planned Change,Change,:makingthingsdifferent.,PlannedChange,:changeactivities that areintentional proactive& purposeful,the goals,:improve the abilityof - toadaptto changes inits environment;change - behavior,order of magnitude,:1st-order:linear ,2nd-order,:multidimensional, multilevel,discontinuous,& radical,Changeagents,: persons acting as catalysts & assume theresponsibility for managing-,3.Whatcan change agents change?,Structure,:alter1 or more of the keyelements in -,majormodificationsin,technology,:most of earlystudies dealtwith effortsaimed at technological change.introductionof newequipment,tools,methods;automation;computerization,physical setting,:consider workdemands,formal interactionrequirement &socialneeds when m-d. About spaceconfigurations,interior design,equip placement,people,: changing theattitudes & behaviors of -.od,4.Resistance to change,Individual,:habit,security,economicfactors, fear ofthe unknown,selective information process,organization,:structuralinertia,limited focus ofchange,group inertia,threat to expertise,threat to established power relationships, (R-A),overcoming,:education &communication, participation,facilitation & support,negotiation,manipulation & cooperation,coersion,the politicsof change,:threaten the status quo; power, stakeholder,impetus-new comer,4.Approach to managing change,(1) 3-Phase(Lewin,s notion),Unfreezing,:change effort toovercome thepressures of bothindividual& group conformity,implementation, equilibrium state,Refreezing,or institutionalization:stabilizinga change intervention bybalancing.,Sustained over time,prevent from being short lived & reverting tothe previous-,the analysisof,driving forces,: forces that direct behaviorawayfrom the status quo.,constrainting forces,: forces that hinder movementaway-achievedin 1of the3 ways,-,-,combine the 1st2,4.Approach to managing change,(1)5-steps Actionresearch,A change process based on systematiccollectionof data & then selectionof achangeaction based on what the analyzed data indicate,diagnosis,:gathering information about problems,analysis,:synthesizedthisinformationinto primaryconcerns,problemareas,& possible actions,feedback,:sharing with - what hasbeenfoundfrom,action,:carryout the specificactionto correct-,evaluation,:the effectivenessof the actions,using the initial data gatheredas points ofreference.,5.KeyChangeissuesinthe,1990s,(1)stimulatingorganizationalinnovation,Anewideaappliedtoinitiatingorimprovingaproducts,processorservice,structural,variables:organic-positivelyinfluenceinnovation;longtenurein-isassociatedwith-.3.nurturedwherethereareslackresource,bearingthecostof-;internunitcommunicationfacilitatecross-fertilization,culture,encouragingexperimentation.reward bothsuccess& failure,celebratemistakes.rewarded for the absence offailures ratherthan for the presence of successes,human resources,:promotetraining &developmentof - tokeep current.offerhighjobsecurity so-dont fear getting firedforM-M.champion ofchange:s-c.Per,energy,r-t,lead,5.Key Changeissuesin the,1990s,(1)creatingthelearningorganization,-has developedthecontinuous capacityto adapt& change,single-looplearning,:errorsarecorrected usingpastroutines &presentpolicies,double-looplearning,:errorsarecorrectedbymodifyingthe-sobjectives,policies&standardroutines,basiccharacteristics,of-:asharedvision;putasideoldwaysofthinking;thinkofall-factorswiththeenvironmentaspartofasystemofinterrelationships;beopenwitheachotherwithoutfearof-;sublimate-toworktogethertoachievethe-ssharedvision,remedy,for:fragmentation,overcompetition,reactiveness,managinglearning,:strategy,redesignthe-,culture,6.ODValues,Acollectionofplanned-changeinterventions,builtonhumanistic-democraticvalues,thatseekstoimprove-effectiveness&employeewell-being,respectforpeople,:TheoryY,treatedwithdignity,trust& support,:authenticity,openness, asuppotive,powerequalization,:deemphasize hierarchical-,confrontation,:problem shouldnt be swept under the rug,participation,:themore- are involvedin -,themoretheywillbe committed to implementing-,7.ODInterventions,T-group,sensitivity (laboratory)training,encountergroups:training groups that seek to change behavior throughunstructured groupinteraction,survey feedback,:theuse of questionnaires toidentify discrepancies among memberperceptions;discussion follows & remedies are suggested.,7.ODInterventions,Process consultation,(PC):consultantgives a clientinsight into what is going onaround the client,identifiesprocessesthatneedimprovement,Teambuilding,:highinteraction among team members toincrease trust& openness,intergroupdevelopment,:OD efforts tochange theattitudes,stereotypes,&perceptions that groups have of each other,8.CultureBound,Do people,believe change,is possible? Vary in terms ofbeliefs abouttheirability to controltheirenvironmentsubjugateto,if changeis possible,how long will it take,to bring it about?Time-orientation,societies with a short-termfocus,is resistance to change greater insomeculture than inothers?Reliance on tradition,focus onthepast,doesculture influence how change efforts will be,implemented,. In high power-distance culture,3.Three lensesof Organ.Change,1) Strategic design,Key foci:structure,processes,Elements:resource,capabilities,information,Process: analysis,redesign,Environment: opportunities & threats, resource configurations,Leadership:developing a changeplanandimplementit efficiently& effectively.,3.Three lensesof Organ.Change,2)Political system,Key foci:D-Making, resource allocation,Elements:interest, power& influence,Process: negotiation,mobilization,empowerment,Environment:stakeholders,leadership:understandingvarious interests &stakeholders, aligning them toenable change,3.Three lensesof Organ.Change,3) Socio-culture system,Key foci:meaning & sense-making, symbols, , patterns ofinteraction,Elements:value,norms, stories, mental map,Process:socialization, following ritualbuilding sharedmeaning systems,Environment:”external reference group”,leadership:provide “vision” fostering commitment &shared values,演讲完毕，,谢,谢谢观看！,
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