【实用资料】中国股市和美国股市镜像关系的实证研究14.ppt
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中国股市和美国股市镜像关系的实证研究13.ppt
Chap. 17 Organization Culture
§14.2 What does Culture do
1.Culture’s Functions
• A boundary-defining role--create distinction • Conveys a sense of identity for --al member • facilitate the generation of commitment to
• Barrier to diversity:strong culture can be liabilities when they effectively eliminate those unique strengths that people of different backgrounds bring to the --.
• national culture has a great impact on employees than does their -’s culture
• Geert Hofstede cross-culture comparison Individualism & Collectivism, Power distance, Uncertainty avoid, Quantity or Quality of life
• Barrier to change:for many --s with strong culture, practices that led to previous successes can lead to failure when those practices no longer match up well with environmental needs.
中美股市间相关性实证分析
经济工作・ＥＣＯＮＯＭＩＣＰＲＡＣＴＩＣＥ一、引言股市作为一国经济运行的晴雨表，随着资本市场全球化进程的加快，各国股市之间的相关性也越来越大。
中国资本市场最近几年得到了迅速的发展，尤其是证券市场越来越成熟，中国股市的国际性也随之增强。
美国股市作为全球最发达的股市，对于中国股市与美国股市间的相关性的分析研究具有重要的意义，不仅仅可以考察我国股市的国际性程度，而且可以帮助中国投资者在国际资本市场投资时进行股市走势判断及国别选择时提供参考，进一步降低投资风险，提高收益，同时还可以为我国资本市场的发展提供相关的建议。
对于中、美股市之间的相关性分析，一些学者曾做过研究，但是都集中对在２００３年以前股指数据进行分析。
大多数研究结果表明中、美股市相关性不强，甚至是没有相关性。
随着我国加入ＷＴＯ，金融市场逐步对外开放，ＱＦＩＩ制度的推出以及我国股权分置改革的进行，我国资本市场得到了迅速的发展，中国股市的国际性得到了大大提高，中、美股市间的相关性也应该有所增强。
本文则采用１９９７年至２００６年之间的数据，利用ＥＶＩＥＷＳ５．０软件，运用相关统计方法对中、美股市的相关性的大小、协整性进行了分析研究。
二、变量、数据与方法本文主要选择上证综合指数和标普５００指数作为我国和美国整体股市走势的指标。
数据样本主要选择１９９７年１月至目前的上证指数和标普５００指数的周收盘价数据，采用周收盘价的一阶差分作为股指收益，来反映中、美股市波动幅度。
数据均来源于Ｗｉｎｄ资讯。
在研究方法上，首先对中、美股市的整体走势及相关系数进行分析，分析我国股市与美国股市间的相关系数的大小及变化情况；然后，对于不同时期中、美股市协整性进行检验，分析中美股市之间的相关性及其影响的经济因素。
三、中、美股市间相关系数检验中国证券市场，特别是股票市场，以１９９０年１２月上海证券交易所与１９９１年４月深圳证券交易所营业为标志，在短短十几年的时间里得到了迅速发展，已形成以上海、深圳证券交易所为中心的全国证券交易市场体系。
中国股市和美国股市镜像关系的实证研究8.ppt
• Explorer-Promoters:champion initiated ideas
• Assessor-Developers:analyze decision options
• Thruster-Organizers:provide structure
• Concluder-Producers: provide direction & follow
7)The players have a primary position,adjusting to their
teammate’s strengths,weakness and the changing demands
of the “game”.--totally break with the past
• Shaping team players: Selection--job candidate with team skills, otherwise training,transference to other unit, reject Training--workshop to help improve skills like PS, communication,negotiation,conflict M,coaching Reward--encourage cooperative efforts rather than competitive ones; intrinsic rewards from team
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2.Clarity of the difference
• Work groups
Work teams
Share information--- Goal--- Collective performance
中美股市间的联动性分析
中美股市间的联动性分析中美股市间的联动性分析近年来，随着全球化进程的加速，中美两国股市的联系日益紧密。
中美两国是世界上最大的经济体，其股市的波动对全球经济具有重要影响。
正因如此，对中美股市之间的联动性进行深入分析，对于投资者、政策制定者以及学术界都具有重要意义。
一、中美股市背景中美两国是全球最大的股票市场。
美国股市以道琼斯工业股票平均价格指数（Dow Jones Industrial Average，简称“道指”）和标准普尔500指数（S&P500）为代表，中国股市以上证综合指数和深证成份指数为代表。
这两组指数都代表了各自股市的整体表现。
二、中美股市的波动性中美两国股市的波动性是衡量股票市场风险的重要指标。
通过对中美股市的波动性进行对比，可以看出两国股市之间的差异和联系。
1. 中美股市波动性的差异美国股市相对于中国股市来说，波动相对较小。
这主要是由于美国股市具有成熟的监管体系和法律制度，市场参与者的投资行为更加理性和稳健。
而中国股市则相对较为年轻，投资者整体风险偏好较大，市场流动性相对较差，波动性相对较大。
2. 中美股市波动性的联系虽然中美股市的波动性存在差异，但近年来二者之间的联系日益紧密。
尤其是在全球金融危机期间，中美股市的联动性表现得尤为明显。
一方面，中国股市受到全球股市的影响较大，尤其是美国股市；另一方面，中国是全球最大的外汇储备国，美国是中国最大的出口市场，两国经济的互动性也进一步加强了股市之间的联系。
三、中美股市之间的因素影响中美股市之间的联动性受到多种因素的影响，包括宏观经济因素、政策因素以及市场心理因素。
1. 宏观经济因素中美两国的经济基本面、 GDP增长率、通胀率、利率等因素都会对股市造成影响。
例如，当两国经济增长面临下行压力时，投资者可能会对股市前景产生担忧，从而导致股市波动加剧。
2. 政策因素两国政策制定者的政策举措也会对股市产生直接的影响。
特别是与贸易、关税、汇率等相关的政策，对股市波动具有明显的推动效应。
【实用资料】中国股市和美国股市镜像关系的实证研究9.ppt
willingness to accomplish a specific task
4 stages
power variables such as-• Matching leaders & situation:favorable I,II,iii,Vii,Viii;
change the leader to fit the situation; change the situation to fit the leader
Chapter 11 Leadership
§11.1 Definition the ability & process to influence a group toward the achievement of
goals
not all leaders are managers;nor,for that matter,are all managers leaders
1.(2)Cognitive resource theory
update in 1987
• A theory of leadership stating that a leader obtains effective group performance by,1st, making effective plans,decisions,& strategies;2nd, communicating them through directive behavior
Chapter 11 Leadership
§11.4 Contingency theories
leadership effectiveness was dependent on the situation,isolate those critical
中国股市和美国股市镜像关系的实证研究6.ppt
• 5-step problem-solving model: (1)identification of performance-related behaviors;(2)measurement of the behaviors; (3) identification of behaviors contingencies; (4)development & implementation of an intervention strategy;(5)evaluation of performance improvement
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Examples of
• Quality circle: a work group of 8-10 employees who
meet regularly to discuss their quality problems,investigate causes,recommend solutions,& take corrective actions
• Gainsharing:an incentive plan where improvement in
group productivity determines the total amount of money that is allocated
• expectancy theory
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• representative participation:workers participate in
organizational decision making through a small group of representative employees
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Examples of
• Quality circle: a work group of 8-10 employees who
meet regularly to discuss their quality problems,investigate causes,recommend solutions,& take corrective actions
• Gainsharing:an incentive plan where improvement in
group productivity determines the total amount of money that is allocated
• expectancy theory
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• representative participation:workers participate in
organizational decision making through a small group of representative employees
【实用资料】中国股市和美国股市镜像关系的实证研究5.ppt
• Maslow: a rigid steplike progression. ERG:contains a frustration-regression dimension
• Several studies have supported the ERG theory:natives of Spain & Japan place social needs before their physiological requirements
5.Reinforcement theory
• Moderator: goal commitment, adequate selfefficacy,national culture
1.ERG theory Clayton Alderfer of Yale
reworked Maslow’s theory to align it more closely with the empirical research
• There are 3 groups of core needs:existence, relatedness,& growth
Class 5.Motivation Theory
§5.2 Contemporary theory of Motivation
having one thing in common:each has a reasonable degree of valid supporting
documentation
• Self-generated feedback(monitoring his own progress) ---a
more powerful motivator; Participative goals may have no superiority over assigned goals when acceptance is taken as a given, participation add the odds that harder goals be agreed
• Several studies have supported the ERG theory:natives of Spain & Japan place social needs before their physiological requirements
5.Reinforcement theory
• Moderator: goal commitment, adequate selfefficacy,national culture
1.ERG theory Clayton Alderfer of Yale
reworked Maslow’s theory to align it more closely with the empirical research
• There are 3 groups of core needs:existence, relatedness,& growth
Class 5.Motivation Theory
§5.2 Contemporary theory of Motivation
having one thing in common:each has a reasonable degree of valid supporting
documentation
• Self-generated feedback(monitoring his own progress) ---a
more powerful motivator; Participative goals may have no superiority over assigned goals when acceptance is taken as a given, participation add the odds that harder goals be agreed
中国股市和美国股市镜像关系的实证研究2.ppt
---(job performance)
Absenteeism
Turnover
Job satisfaction
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I.Biographical Characteristics
1.Age
• Age-Turnover:The older you get,the less likely you are to quit your job.
females to have higher---;no difference
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I. 3.Marital Status
• No enough studies on--- Productivity
• Married employees have fewer Absences,
Fixed-internal:rewards are spaced at uniform
time intervals, Variable-internal
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IV. Learning
2. Shaping:A Managerial Tool
• Reinforcement Schedules and behavior Continuous reinforcement---early satiation,
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IV. Learning
2. Shaping:A Managerial Tool
• Shaping behavior:systematically reinforcing
each successive step that moves an individual closer to the desired response
【实用资料】中国股市和美国股市镜像关系的实证研究11.ppt
• conflict management: the use of resolution & stimulation techniques to achieve the desired level of conflict
• conflict resolution techniques: P-S,superordinate goals, expansion of resources,avoidance,smoothing,compromise, authoritative command,alter the human(structural) variable
1.do innovative decisions--antidote for groupthinking, challenges status quo & create new ideas; 2.positive related to production,73%;3.the ethically diverse group produce more effective ideas. the less routine the tasks,the greater the -- be constructive
2. Functional vs. Dysfunctional conflict
• Conflict that supports the goals of the group & improve its performance
• Conflict that group performance
3.The conflict process
perceived;opposition or incompatibility;interaction cross over
• conflict resolution techniques: P-S,superordinate goals, expansion of resources,avoidance,smoothing,compromise, authoritative command,alter the human(structural) variable
1.do innovative decisions--antidote for groupthinking, challenges status quo & create new ideas; 2.positive related to production,73%;3.the ethically diverse group produce more effective ideas. the less routine the tasks,the greater the -- be constructive
2. Functional vs. Dysfunctional conflict
• Conflict that supports the goals of the group & improve its performance
• Conflict that group performance
3.The conflict process
perceived;opposition or incompatibility;interaction cross over
中国股市和美国股市镜像关系的实证研究11.ppt
• felt conflict-emotional involvement in a conflict creating anxiety,tenseness,frustration,or hostility(personalized)
• important stage in the process:sense making-delineate the set of possible settlement.
• conflict stimulation techniques:communication,bringing in
outsiders,restructuring,appointing a devil’s advocate
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3.The conflict process
(5)outcome
• human relations view--the belief that conflict is a natural & inevitable outcome in any group
• interactionist view--the belief that conflict is not only a positive force in a group but absolutely necessary for a group to perform effectively
• conflict management: the use of resolution & stimulation techniques to achieve the desired level of conflict
• conflict resolution techniques: P-S,superordinate goals, expansion of resources,avoidance,smoothing,compromise, authoritative command,alter the human(structural) variable
中国股市和美国股市镜像关系的实证研究7(2020年整理).ppt
Class 7.Foundation of Group Behavior
§7.1 Defining & Classifying
2 or more individuals,interacting & interdependent,,who have come together to
achieve particular objectives.
Class 7. Foundation of Group Behavior
§7.3 Sociometry
An analytical technique for group interaction----find out who people like or dislike
& whom they would or not to work with
• Storming--intragroup conflict • Norming--close relationship & cohesiveness • Performing--When the group is fully functional • Adjourning--for temporary groups, characterized
• Organization strategy • authority structure • formal regulations--rule,procedure,policies • organizational resources--modern high-quality tools • personnel selection process • performance evaluation & reward system • organizational culture • physical work setting--layout,acoustic
§7.1 Defining & Classifying
2 or more individuals,interacting & interdependent,,who have come together to
achieve particular objectives.
Class 7. Foundation of Group Behavior
§7.3 Sociometry
An analytical technique for group interaction----find out who people like or dislike
& whom they would or not to work with
• Storming--intragroup conflict • Norming--close relationship & cohesiveness • Performing--When the group is fully functional • Adjourning--for temporary groups, characterized
• Organization strategy • authority structure • formal regulations--rule,procedure,policies • organizational resources--modern high-quality tools • personnel selection process • performance evaluation & reward system • organizational culture • physical work setting--layout,acoustic
【实用资料】中国股市和美国股市镜像关系的实证研究4.ppt
• union members,
family-secu, Freedom, happiness, self-respect, mature love responsible, honest, courageous, independent, capable
• activists
Equality,world of peace, family-s honest happiness courageous, helpful, courageous, responsible, capable
3.Types of values
(2)Roceach values survey(RVS)
• Mean value rankings of Executive,
Self-resect ,Family-se, freedom, sense of acco, happiness honest, responsible, capable, ambitious, independent ;
• Biological parents.A significant portion is
genetically determined; Studies of twins reared apart demonstrate that 40% of the variation in work values;the majority is due to environment • In early years. A significant portion is established from parents,teachers,friends and others • societal values(culture).Learning and education • relatively stable and enduring. Absolute learning combined with genetic imprinting assuring
family-secu, Freedom, happiness, self-respect, mature love responsible, honest, courageous, independent, capable
• activists
Equality,world of peace, family-s honest happiness courageous, helpful, courageous, responsible, capable
3.Types of values
(2)Roceach values survey(RVS)
• Mean value rankings of Executive,
Self-resect ,Family-se, freedom, sense of acco, happiness honest, responsible, capable, ambitious, independent ;
• Biological parents.A significant portion is
genetically determined; Studies of twins reared apart demonstrate that 40% of the variation in work values;the majority is due to environment • In early years. A significant portion is established from parents,teachers,friends and others • societal values(culture).Learning and education • relatively stable and enduring. Absolute learning combined with genetic imprinting assuring
中美股市联动性实证研究
中美股市联动性实证研究进入21世纪以来，全球经济一体化的程度不断加深，各国经济间联系也变得更加紧密。
中国在2001年加入WTO 以后，中国国内市场不断开放，中国与世界各国间的贸易往来更加频繁，美国、日本、欧盟等都成为我国重要的贸易合作伙伴。
据商务部统计数据显示，在2008年中美双边贸易达到了3333.4亿美元；受到2008年金融危机的影响，2009年中美双边贸易额有所下降，总额为2983.6亿美元；随着金融危机后各国经济的复苏，2010年中美贸易额也有所回升，总额达到了3853.4亿美元；在2011年，中美双边贸易额创出十年新高，达到了4467亿美元，由此可见中美之间的经济关系已越来越密切。
资本市场作为实体经济的“晴雨表”，实体经济上的往来必定会对两国资本市场尤其是股票市场带来一定的影响。
美国股票市场不仅是发达国家股票市场重要的组成部分，也是国际股市的重要标杆。
同时，随着中国引入QFII、QDII以及中国股市的不断改革，中国股市正在不断地与国际市场接轨，中国股市与美国股市间的关系也成为投资者及学者热议的话题。
研究中美股市间联动性的意义在于：首先，可借助美国资本市场的经验以促进中国资本市场的发展；其次，通过研究中美股市间的联动关系，可以为投资者提供更多的投资信息，构建更优的投资组合，合理地规避风险。
研究方法本文的论证研究主要分两步，第一步是构建GARCH（1，1）模型，第二步是建立DCC-GARCH模型，获得中国上证股指收益率与美国道指收益率在1998-2011年间的动态相关系数，因此本文主要涉及到GARCH和DCC-GARCH两个计量模型。
（一）GARCH模型GARCH模型的全称是广义自回归条件异方差模型，由经济学家波勒斯列夫（T.Bollerslev）于1986年提出。
GARCH 模型是一个专门针对金融数据所量体订做的回归模型，与普通的回归模型相比，GARCH模型对误差的方差进行了进一步的建模分析，非常适用于波动性的分析和预测。
中国股市与美国股市相关性的研究
文章 编号 ：１０ — ８ １（ ０２）０ —０ １０ ０ ７ ９３ ２ １ ５ ０２ — ５
中国股市与美 国股 市相关性 的研 究
陈宪君
（ 龙江 幼儿 师范 高等专 科学 校 基 础教 育系 ，黑龙 江 牡 丹江 １７ １ ） 黑 ５０ １
摘要 ：对 中国股票市场与 美国股票市场的关联性进行分析具有十分重要的现 实意义 ，通过单位根 检 验 、协 整检验 和 Ｇ ａ ｇｒ因果 关 系检验 ，对道 琼斯 工业 股价 平均数 、上 海证券 综合 指数 和 美元 ｒｎｅ
果见 图 ５ 由图 ５ 以看 出 ，道 琼斯 工业股 价 ． 可 图 ２ ＤＪＡ 的单位根 检验 Ｉｔ
Ａ ｇ ｕ ｍｅ ｔ ｄＤ ｃ ｅ －ｕｌ ｎ ｏ ｔ ｅ ｔ ｎ Ｓ Ｅ ｎ ｅ ｉｋ ｙ Ｆ ｌ Ｉ Ｒ Ｒ ｏ ｓ ｏ Ｓ ｅｒ ｄ Ｔ
Ｎｕｌ ｙｐ ｔ ｅ ｉ： ｌＨ ｏ ｈ ｓ ｓ ＳＳＥ ｈ ｓ ａ ｕ ｉ ｒ ｏ ａ ｎｔ ｏ ｔ Ｅｘ ｇ ｎ ｕ ： ｏ ｓ ａ ｔ ｏ ｅ ｏ ｓ Ｃ ｎ ｔ ｎ
ｉ ｄ ｘａ ｄｔ ｅ ｅ ｃ ａ ｇ ａｅｏ Ｓ ｄ ｌ ａ ｎ ｔ ｎ ｅ ｎ ｘ ｈ ｈ ｎ ｅｒ ｔ ｆ Ｕ．． ｏ ｌ ａ ｉ ｓ ｒ ａｇ ＲＭＢ ｂ ｎ ｔ ｏ ｔ ｅ ｔ ｏｎ ｅ ｒ ｔ ｎｔ ｓ ｎ ａ ｇ ｒ ａ ｓ ｌ ｙｔ ｓ ｙｕ ｉ ｒ ｏ ｓ ，ｃ ｉｔ ｇ ａｉ ｔ ｄ Ｇｒ ｎ ｅ ｕ ａｉ ｔ ｔ ｏ ｅ ａ ｃ ｔ ｅ ． Ｂｙ ａ ａｙ ｉ ｇ ｔ ｅ ｌ ｎ － ｅ ｍ ｅａ ｉｎ ｈ ｐ ａ ｎ ｅ ｅ ｔｂ ｉｈ ｄ ｔ ｅ ＥＧ ｎ ｚｎ ｏ ｇ ｔ ｒ ｒ ｌ ｔ ｓ ｉ ｍｏ ｇ ｔ ｍ ｓａ ｌ ｅ ｈ ＡＲＣＨ ｄ ｌ ｓｕ ｉ ｄ ｔ ｅ ｑ ａ ｔ ａ ｉｅ ｌ ｈ ｏ ｈ ｓ ｍｏ ｅ ， ｔ ｄ ｅ ｕ ｎ ｉ ｔ ｈ ｔ ｖ
中国内地、香港、美国股市关联性研究——基于金融危机的影响
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中国股市和美国股市NASDAQ镜像关系的实证研究1.ppt
Accountants Lawyers
Merchant Banks Commercial Banks
Investors Institutional - Pensions - Insurance Co.(life) - Mutual Funds Private Investor - Direct - Indirect
3 QUESTIONS RAISED
• HOW TO DEFINE A “WELL REGULATED MARKET”?
• WHAT RELEVANCE A PRICE/EARNINGS RATIO?
• IF INSTITUTIONAL FUNDS ARE A STABILISING FACTOR FOR THE STOCK MARKET, WHY ARE DEVELOPED MARKETS SO VOLATILE?
THEN MONEY FLOW IS MINUTE $
2019-9-6
感谢你的欣赏
17
IF CONFIDENCE IS HIGH CONFIDENCE
THEN MONEY FLOW IS LARGE
$$$$$$$$$$$$$$$$$$
2019-9-6
感谢你的欣赏
18
What is the Criteria For Investing?
2019-9-6
感谢你的欣赏
25
At what level do you think the Shanghai B share market will be on 31st December 2001?
• most think it will be above 200 • Today it is 183
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• culture encouraging experimentation.reward both success & failure,celebrate mistakes.rewarded for the absence of failures rather than for the presence of successes
• the politics of change:threaten the status quo; power, stakeholder,impetus--new comer
4.Approach to managing change
(1) 3-Phase (Lewin’s notion)
• Unfreezing:change effort to overcome the pressures of both individual & group conformity,
5.Key Change issues in the 1990s
(1)creating the learning organization
• --has developed the continuous capacity to adapt & change
• single-loop learning:errors are corrected using past routines & present policies
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 Change
Specific factors acting as stimulantc & Changing environment
3.What can change agents change?
• Structure:alter 1 or more of the key elements in -,major modifications in
• technology:most of early studies dealt with efforts aimed at technological change.introduction of new equipment,tools,methods;automation;computerizat ion
• world politics
2.Managing Planned Change
• Change:making things different. • Planned Change:change activities that are
intentional & goal-oriented. Accidental occurrence;proactive & purposeful • the goals:improve the ability of - to adapt to changes in its environment;change -- behavior • order of magnitude:1st-order:linear & continuous, no fundamental shift; 2nd-order:multidimensional, multilevel,discontinuous,& radical • Change agents: persons acting as catalysts & assume the responsibility for managing --
• physical setting:consider work demands,formal interaction requirement & social needs when m- d. About space configurations,interior design,equip placement
• competition:global competitions,mergers & considerations,growth of specialty retailers
• social trends:increase in college attendance & divorce rate, delayed marriages by young peoples
• human resources:promote training & development of -- to keep current.offer high job security so -- don’t fear getting fired for M-M.champion of change:s-c. Per,energy,r-t,lead
• implementation, equilibrium state
• Refreezing or institutionalization:stabilizing a change intervention by balancing.
Sustained over time,prevent from being short lived & reverting to the previous -• the analysis of driving forces: forces that direct behavior away from the status quo. constrainting forces: forces that hinder movement away -- achieved in 1 of the 3 ways,--,--,combine the 1st 2
• A new idea applied to initiating or improving a products, process or service
• structural variables:organic -- positively influence innovation; long tenure in -- is associated with --. 3.nurtured where there are slack resource,bearing the cost of -; internunit communication facilitate cross-fertilization
• evaluation:the effectiveness of the actions,using the initial data gathered as points of reference.
5.Key Change issues in the 1990s
(1) stimulating organizational innovation
• people: changing the attitudes & behaviors of --.od
4.Resistance to change
• Individual:habit,security,economic factors, fear of the unknown,selective information process
• organization:structural inertia,limited focus of change,group inertia,threat to expertise, threat to established power relationships, (R-A)
• overcoming:education & communication, participation, facilitation & support,negotiation, manipulation & cooperation,coersion
• Technology:IT automation,TQM program, BPR • nature of the work force:more cultural diversity,
increase in professions,many new entrants with inadequate skills • economic shocks:security market crashes,interest rate fluctuations,foreign currency fluctuations
• double-loop learning:errors are corrected by modifying the --’s objectives, policies & standard routines
• basic characteristics of--:a shared vision; put aside old ways of thinking;think of all -- factors with the environment as part of a system of interrelationships; be open with each other without fear of --;sublimate -- to work together to achieve the --’s shared vision
• the politics of change:threaten the status quo; power, stakeholder,impetus--new comer
4.Approach to managing change
(1) 3-Phase (Lewin’s notion)
• Unfreezing:change effort to overcome the pressures of both individual & group conformity,
5.Key Change issues in the 1990s
(1)creating the learning organization
• --has developed the continuous capacity to adapt & change
• single-loop learning:errors are corrected using past routines & present policies
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 Change
Specific factors acting as stimulantc & Changing environment
3.What can change agents change?
• Structure:alter 1 or more of the key elements in -,major modifications in
• technology:most of early studies dealt with efforts aimed at technological change.introduction of new equipment,tools,methods;automation;computerizat ion
• world politics
2.Managing Planned Change
• Change:making things different. • Planned Change:change activities that are
intentional & goal-oriented. Accidental occurrence;proactive & purposeful • the goals:improve the ability of - to adapt to changes in its environment;change -- behavior • order of magnitude:1st-order:linear & continuous, no fundamental shift; 2nd-order:multidimensional, multilevel,discontinuous,& radical • Change agents: persons acting as catalysts & assume the responsibility for managing --
• physical setting:consider work demands,formal interaction requirement & social needs when m- d. About space configurations,interior design,equip placement
• competition:global competitions,mergers & considerations,growth of specialty retailers
• social trends:increase in college attendance & divorce rate, delayed marriages by young peoples
• human resources:promote training & development of -- to keep current.offer high job security so -- don’t fear getting fired for M-M.champion of change:s-c. Per,energy,r-t,lead
• implementation, equilibrium state
• Refreezing or institutionalization:stabilizing a change intervention by balancing.
Sustained over time,prevent from being short lived & reverting to the previous -• the analysis of driving forces: forces that direct behavior away from the status quo. constrainting forces: forces that hinder movement away -- achieved in 1 of the 3 ways,--,--,combine the 1st 2
• A new idea applied to initiating or improving a products, process or service
• structural variables:organic -- positively influence innovation; long tenure in -- is associated with --. 3.nurtured where there are slack resource,bearing the cost of -; internunit communication facilitate cross-fertilization
• evaluation:the effectiveness of the actions,using the initial data gathered as points of reference.
5.Key Change issues in the 1990s
(1) stimulating organizational innovation
• people: changing the attitudes & behaviors of --.od
4.Resistance to change
• Individual:habit,security,economic factors, fear of the unknown,selective information process
• organization:structural inertia,limited focus of change,group inertia,threat to expertise, threat to established power relationships, (R-A)
• overcoming:education & communication, participation, facilitation & support,negotiation, manipulation & cooperation,coersion
• Technology:IT automation,TQM program, BPR • nature of the work force:more cultural diversity,
increase in professions,many new entrants with inadequate skills • economic shocks:security market crashes,interest rate fluctuations,foreign currency fluctuations
• double-loop learning:errors are corrected by modifying the --’s objectives, policies & standard routines
• basic characteristics of--:a shared vision; put aside old ways of thinking;think of all -- factors with the environment as part of a system of interrelationships; be open with each other without fear of --;sublimate -- to work together to achieve the --’s shared vision