l18-organizational-changedevelopment-s組織行為學-資料下載頁
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【正文】 變革的阻力非常大時，談判可能是一種必要的策略。但不要忽視這種策略潛在的高成本。另外，這種方式也有一定的風險，一旦變革推動者為了避免阻力而對一方做出讓步，他就可能面臨著擁有權力的其他人的勒索。,2024/11/17,19,第十九頁，共二十四頁。,操縱和收買 Manipulation and Cooperation 操縱指的是暗地里施加的影響力。這方面的例子有：歪曲事實使它們顯得更有吸引力、封鎖不受歡迎的信息、制造謠言使員工接受變革。 收買是一種既包括了操縱又包括了參與的方式。它通過讓某些抵制變革群體的領導者在變革決策中承擔重要角色來收買他們。征求這些領導者的意見并不是為了尋求更完善的決策，而是為了取得他們的允諾。 Commonly used in situations: Where other tactics will not work or are too expensive. Advantages: It can be a relatively quick and inexpensive solution to resistance problems. Drawbacks: Can lead to future problems if people feel manipulated.,2024/11/17,20,第二十頁，共二十四頁。,強制 Coercion 即直接對抵制者實施威脅和壓力。如威脅降薪或調職、不予提拔、不提供推薦信等。 Commonly used in situations: Where speed is essential and where the change initiators possess considerable power. Advantages: It is speedy and can overcome any kind of resistance. Drawbacks: Can be risky if it leaves people angry at the initiators.,2024/11/17,21,第二十一頁，共二十四頁。,chapter summary Discuss the external and internal forces that create the need for organizational change. Organizations encounter both external and internal forces for change. There are four key external forces for change: demographic characteristics, technological advancements, customer and market changes, and social and political pressures. Internal forces for change come from both human resource problems and managerial behavior/decisions.,2024/11/17,22,第二十二頁，共二十四頁。,Identify alternative strategies for overcoming resistance to change. Organizations must be ready for change. Assuming an organization is ready for change, the alternative strategies for overcoming resistance to change are education + communication, participation, support, negotiation, manipulation + cooperation, and coercion. Each has its situational appropriateness and advantages and drawbacks.,2024/11/17,23,第二十三頁，共二十四頁。,內容總結,CH 17 組織變革與發(fā)展。如果只改變技術流程而不同時改變組織結構與之配套，那么對于技術的變革就不大可能被接受。例如，變革是否意味著它們的預算減少或人員減少。23,第二十四頁，共二十四頁。,
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