l18-organizational-changedevelopment-s組織行為學(xué)-預(yù)覽頁(yè)
【正文】 n focus on solving a problem such as poor customer services or low productivity. Change also can be targeted at different levels in an organization. For example, sending managers to leadership training programs can be a solution to improving individuals’ job satisfaction and productivity. Refreezing 重新凍結(jié) Change is stabilized during refreezing by helping employees integrate the changed behavior or attitude into their normal way of doing things. This is accomplished by first giving employees the chance to exhibit the new behavior or attitudes. Once these have been exhibited, positive reinforcement is used to reinforce the desired change. Additional coaching and modeling also are used at this point to reinforce the stability of the change. Extrinsic rewards, particularly monetary incentives, are frequently used to reinforce behavioral change.,2024/11/17,10,第十頁(yè)，共二十四頁(yè)。,Habit 習(xí)慣：We are all creatures of habit. It generally is difficult for people to try new ways of doing things. Security 安全感：有較高安全需要的人很可能抵制變革，因?yàn)樽兏飼?huì)威脅到他們的安全感。組織中的員工討厭不確定性。,組織阻力 Organizational Resistance,2024/11/17,14,第十四頁(yè)，共二十四頁(yè)。 Limited Focus of Changes 有限的變革關(guān)注：組織由一系列相互依賴的子系統(tǒng)（人員、任務(wù)、技術(shù)、結(jié)構(gòu)、戰(zhàn)略）組成。 Group Inertia 群體惰性：即使個(gè)體想改變他們的行為，群體規(guī)范也會(huì)成為約束力。 Threat to Established Power Relationships 對(duì)已有權(quán)力關(guān)系的威脅：任何決策權(quán)力的再度分配，都會(huì)威脅到組織長(zhǎng)期以來已經(jīng)形成的權(quán)力關(guān)系。例如，變革是否意味著它們的預(yù)算減少或人員減少？那些最能從現(xiàn)有資源分配中獲利的群體，常常對(duì)可能影響到未來資源分配的變革感到憂慮。 Advantages: Once persuaded, people will often help with the implementation of the change. Drawbacks: Can be very time consuming if lots of people are involved.,2024/11/17,17,第十七頁(yè)，共二十四頁(yè)。但是，這種策略也有不足之處：它可能會(huì)產(chǎn)生劣質(zhì)的決策，并且耗時(shí)長(zhǎng)。 獎(jiǎng)勵(lì)接受變革者 Reward Acceptance of Change 變革機(jī)關(guān)應(yīng)當(dāng)視對(duì)變革接受的程度，向員工提供有吸引力的獎(jiǎng)勵(lì)。圣吉提出學(xué)習(xí)型組織的“五項(xiàng)修煉”：首先要改善心智模式，轉(zhuǎn)變自己的觀念，然后要塑造組織和團(tuán)隊(duì)的共同愿景，讓大家有共同的目標(biāo)，接下來是要進(jìn)行團(tuán)隊(duì)學(xué)習(xí)，群策群力，集思廣益，進(jìn)而是個(gè)人的自我超越，唯有個(gè)人不斷提高，才能使帶動(dòng)團(tuán)隊(duì)和組織的飛躍，最后是要能夠系統(tǒng)思考，不局限于局部，要從整體和長(zhǎng)遠(yuǎn)的眼光來看待問題。,2024/11/17,19,第十九頁(yè)，共二十四頁(yè)。它通過讓某些抵制變革群體的領(lǐng)導(dǎo)者在變革決策中承擔(dān)重要角色來收買他們。如威脅降薪或調(diào)職、不予提拔、不提供推薦信等。,內(nèi)容總結(jié),CH 17 組織變革與發(fā)展。
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