管理学原理第三讲:组织变革ppt课件.ppt
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1、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 c
2、hangeDescribe what managers can change in organizationsExplain why people are likely to resist changeList techniques for reducing resistance to change,Learning Objectives (cont.),Describe the situational factors that facilitate cultural changeExplain how process reengineering is related to changeDif
3、ferentiate between creativity and innovationExplain how organizations can stimulate and nurture innovation,What Is Change?,Changealterations in people, structure, or technology, and culturechange is an organizational realitymanaging change is an integral part of every managers job,Forces For Change,
4、External Forcesmarketplace Technologylabor markets economic - uncertainties about interest rates, budget deficits, and currency exchange rates,Forces For Change (cont.),Internal Forcesoriginate from the operations of the organizationforces may include strategy, workforce, new equipment, or employee
5、attitudesManager initiatives-as Change Agent,13-8,Two Views Of The Change Process,The Calm Waters Metaphorchange is a break in the organizations equilibrium state Lewins three-step modelunfreezing - preparing for the needed change by:increasing the driving forces that direct behavior away from the s
6、tatus quodecreasing the restraining forces that push behavior towards the status quochanging - move to another equilibrium levelrefreezing - make change permanent,The Change Process,Two Views Of The Change Process (cont.),White-Water Rapids Metaphorconsistent with uncertain and dynamic environmentsc
7、onsistent with a world increasingly dominated by information, ideas, and knowledgemanagers must continually maneuver in uninterrupted rapidstoday, managers must be ready to efficiently and effectively manage the changes facing their organizations or their work areas,Three Categories Of Change,The Ca
8、tegories Of Change,changing structure - organizations formal design, centralization, degree of formalization, and work specialization structural components and structural design,changing technology - modifications in the way work is performedalterations in the methods and equipment usedconsequence o
9、f competitive factors or innovations within an industryautomation - replaces tasks done by people with machinescomputerization - recent visible changes in information systems,changing people - changes in employee attitudes, expectations, perceptions, and behaviororganizational development (OD) - tec
10、hniques or programs to change people and the nature and quality of interpersonal work relationshipsintended to help individuals and groups work together more effectively,Organizational Development Techniques,Dealing with Resistance to Change,Why people resist changechange replaces the known with amb
11、iguity and uncertaintychange threatens investments in the status quobelief that change is incompatible with the goals and interests of the organizationTechniques for reducing resistancea variety of actions available to managers to deal with dysfunctional resistance,Managerial Actions to Reduce Resis
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