组织行为学精要第十版chapter16 organizational change

Copyright © 2010 Pearson Education, Inc.
16-13
Contemporary Issues
• Technology in the Workplace • Work Stress • Creating Learning Organizations
Copyright © 2010 Pearson Education, Inc.
16-8
Copyright © 2010 Pearson Education, Inc.
Kotter’s Eight-Step Plan
1. 2. 3. 4. Create urgency Form coalition Create new vision Communicate the vision 5. Empower others 6. Reward “wins” 7. Consolidate improvements
Overcoming Resistance to Change
1. 2. 3. 4. 5. Education and Communication Participation Building Support and Commitment Implementing Changes Fairly Cooptation
6.
7.
Selecting People who Accept Change
Coercion
16-6
Copyright © 2010 Pearson Education, Inc.
Approaches to Managing Organizational Change
• Lewin’s Three-Step Model of Change
Have high self-confidence, persistence, energy, and acceptance of risk
Use inspiration and vision to gain commitment
Have decision-making discretion
Challenge Stress – may improve performance
Hindrance Stress – comes from obstacles to achieving goals – mostly negative
Copyright © 2010 Pearson Education, Inc. 16-16
OD Interventions
• Sensitivity Training
Changing behavior through unstructured group interaction
• Survey Feedback
Gathering data and acting on it
• Process Consultation
• Kotter’s Eight-Step Model of the Change Process • Organizational Development
Copyright © 2010 Pearson Education, Inc.
16-7
Lewin’s Three-Step Model
Unfreezing can be achieved by:
Based on humanistic-democratic values:
Respect for People Trust and Support Power Equalization Confrontation
Participation
Copyright © 2010 Pearson Education, Inc. 16-10
16-14
Technology in the Workplace
Continuous Improvement Process • Goal is constant reduction in variability • Uniformity results in lower costs, higher quality, and increased stress Process Reengineering • How you would do things if you could start over from scratch • Very stressful for everyone
Innovation: a new idea applied to initiating or improving a product, process, or service Sources:
Structural – verbose organic structures with slack resources and long-term managers Cultural – encourage experimentation, reward success and failure, and celebrate mistakes Human Resources – actively promote training and development, have high job security, use idea champions
Using outside consultants
• Appreciative Inquiry
Discovering what the organization does right
Copyright © 2010 Pearson Education, Inc. 16-11
Creating a Culture for Change
Copyright © 2010 Pearson Education, Inc. 16-12
Idea Champions
Managers who actively and enthusiastically promote an idea, build support, overcome resistance, and ensure that innovation is implemented
• Outside consultants can provide objective perspectives, but don’t have to live with the consequences of change
Copyright © 2010 Pearson Education, Inc. 16-5
Managing Stress
Organizational Employee Selection Organizational Communication Goal-setting Programs Job Redesign Personal • Counseling • Time Management • Physical Activity
After studying this chapter, you should be able to:
1. Identify forces Байду номын сангаасhat act as stimulants to change.
2. List the sources for resistance to change. 3. Compare the three main approaches to managing organizational change. 4. Describe the causes and consequences of work stress. 5. Describe characteristics of a learning organization. 6. Explain global differences in organizational change and stress.
Individual • • • • • Habit Security Economic Factors Fear of the Unknown Selective Information Processing • • • • • Organizational Structural Inertia Limited Focus of Change Group Inertia Threat to Expertise Threat to Established Power Relationships and Resource Allocations
Managers have no direct control on personal stress and there are ethical considerations about intruding into employees’ personal lives
Essentials of Organizational Behavior, 10/e
Stephen P. Robbins & Timothy A. Judge
Chapter 16
Organizational Change
Copyright © 2010 Pearson Education, Inc. 16-1
Copyright © 2010 Pearson Education, Inc.
16-4
Change Agents
• Persons in organization responsible for managing change activities
• Can be managers or non-managers, current employees, newly hired employees or outside consultants
Increase driving forces that direct behavior away from the status quo Decrease restraining forces that hinder movement from the existing equilibrium Combine the two above approaches
Copyright © 2010 Pearson Education, Inc. 16-15
Work Stress
Dynamic condition in which an individual is confronted with an opportunity, constraint, or demand related to what is desired and for which the outcome is perceived to be both uncertain and important • Types:
Copyright © 2010 Pearson Education, Inc.
16-2
Forces that Stimulate Change
16-3
Sources of Resistance to Change
People tend to resist change, even in the face of evidence of its benefits.
Movement
Refreezing
Unfreezing
8. Reinforce the change
16-9
Copyright © 2010 Pearson Education, Inc.
Organizational Development
A collection of planned-change interventions that seek to improve organizational effectiveness and employee well-being