管理学原理--第三讲：组织变革

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MANAGINGCHANGEANDINNOVATION引言作家加德勒（JohnCardler）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？LearningObjectivesYoushouldlearnto:Contrastthecalmwatersandwhite-waterrapidsmetaphorsofchangeDescribewhatmanagerscanchangeinorganizationsExplainwhypeoplearelikelytoresistchangeListtechniquesforreducingresistancetochangeLearningObjectives(cont.)DescribethesituationalfactorsthatfacilitateculturalchangeExplainhowprocessreengineeringisrelatedtochangeDifferentiatebetweencreativityandinnovationExplainhoworganizationscanstimulateandnurtureinnovationWhatIsChange?Changealterationsinpeople,structure,ortechnology,andculturechangeisanorganizationalrealitymanagingchangeisanintegralpartofeverymanager’sjobForcesForChangeExternalForcesmarketplaceTechnologylabormarketseconomic-uncertaintiesaboutinterestrates,budgetdeficits,andcurrencyexchangeratesForcesForChange(cont.)InternalForcesoriginatefromtheoperationsoftheorganizationforcesmayincludestrategy,workforce,newequipment,oremployeeattitudesManagerinitiatives-----asChangeAgent13-8TwoViewsOfTheChangeProcessTheCalmWatersMetaphorchangeisabreakintheorganization’sequilibriumstateLewin’sthree-stepmodelunfreezing-preparingfortheneededchangeby:increasingthedrivingforcesthatdirectbehaviorawayfromthestatusquodecreasingtherestrainingforcesthatpushbehaviortowardsthestatusquochanging-movetoanotherequilibriumlevelrefreezing-makechangepermanentTheChangeProcessTwoViewsOfTheChangeProcess(cont.)White-WaterRapidsMetaphorconsistentwithuncertainanddynamicenvironmentsconsistentwithaworldincreasinglydominatedbyinformation,ideas,andknowledgemanagersmustcontinuallymaneuverinuninterruptedrapidstoday,managersmustbereadytoefficientlyandeffectivelymanagethechangesfacingtheirorganizationsortheirworkareasThreeCategoriesOfChangeWorkspecialization,departmentalization,chainofcommand,spanofcontrol,centralization,formalization,jobredesign,oractualdesignStructureAttitudes,expectations,perceptions,andbehaviorPeopleWorkprocesses,methods,andequipmentTechnologyTheCategoriesOfChangechangingstructure-organization’sformaldesign,centralization,degreeofformalization,andworkspecializationstructuralcomponentsandstructuraldesignchangingtechnology-modificationsinthewayworkisperformedalterationsinthemethodsandequipmentusedconsequenceofcompetitivefactorsorinnovationswithinanindustryautomation-replacestasksdonebypeoplewithmachinescomputerization-recentvisiblechangesininformationsystemschangingpeople-changesinemployeeattitudes,expectations,perceptions,andbehaviororganizationaldevelopment(OD)-techniquesorprogramstochangepeopleandthenatureandqualityofinterpersonalworkrelationshipsintendedtohelpindividualsandgroupsworktogethermoreeffectivelyOrganizationalDevelopmentTechniquesMoreEffectiveInterpersonalWorkEnvironmentProcessConsultationIntergroupDevelopmentSensitivityTrainingSurveyFeedbackTeamBuildingDealingwithResistancetoChangeWhypeopleresistchangechangereplacestheknownwithambiguityanduncertaintychangethreatensinvestmentsinthestatusquobeliefthatchangeisincompatiblewiththegoalsandinterestsoftheorganizationTechniquesforreducingresistanceavarietyofactionsavailabletomanagerstodealwithdysfunctionalresistanceManagerialActionstoReduceResistancetoChangeContemporaryIssuesInManagingChangeChangingOrganizationalCulturecultureresistanttochangebecauseitismadeupofrelativelystableandpermanentcharacteristicsstrongculturesareparticularlyresistanttochangeUnderstandingtheSituationalFactors-makesculturalchangemorelikelydramaticcrisisoccursleadershipchangeshandsorganizationisyoungandsmallcultureisweakContemporaryIssues(cont.)ChangingOrganizationalCulture(cont.)HowCanCulturalChangeBeAccomplished?requiresacomprehensiveandcoordinatedstrategyunfreezethecurrentcultureimplementnew“waysofdoingthings”reinforcethosenewvalueschange,ifitcomes,islikelytobeslowprotectagainstanyreturntoold,familiarpracticesandtraditionsTheRoadtoCulturalChangeContemporaryIssues(cont.)ContinuousQualityImprovementProgramscontinuous,small,incrementalchangesfixandimprovecurrentworkactivitiesrelyonparticipativedecisionmakingfromthebottomlevelsProcessReengineeringdramaticshiftinthewayanorganizationdoesitsworkbeginswiththeredesignofworkdefinecustomerneedsdesignworkprocessestobestmeetthoseneedsrequiresparticipationfrommanagersandworkersContinuousQualityImprovementVersusReengineeringContinuousQualityImprovement•Continuous,incrementalchange•Fixingandimproving•Mostly“asis”•WorksfrombottomupinorganizationReengineering•Radicalchange•Redesigning-startingover•Mostly“whatcanbe”•Initiatedbytopmanagement创新StimulatinginnovationStimulatingInnovationCreativityversusInnovationcreativity-abilitytocombineideasinauniquewayortomakeunusualassociationsbetweenideasinnovation-processoftransformingcreativeideasintoausefulproduct,service,ormethodofoperationSystemsViewOfInnovationCreativeindividuals,groups,organizationsCreativeprocessCreativesituationCreativeproduct(s)Inputs