第十章组织变革和组织发展题库.pptVIP

* Many forces are driving change in the contemporary workplace. The following is a discussion of six of them. The nature of the workforce is changing in the following ways: more cultural diversity, an increase in professionals, and many new entrants who lack basic skills. Human resource practices are changing in order to attract and keep this new workforce, and training costs are rising in order to upgrade math, reading, computer, and other skills of employees. Technology is changing jobs and organizations in the following ways: more computers and automation, TQM programs, and reengineering. Organizational structures are flattening and the span-of-control of many managers is widening. Many jobs are being reshaped as narrow, routine jobs are being replaced by those which require a team effort and multi-tasking. That we live in an “age of discontinuity” is witnessed by the following economic shocks that have imposed changes on organizations: the Asian real estate collapse, Russian devaluation of the ruble, and the collapse of oil prices. Competition is changing in many ways: more global competitors, increased consolidations and mergers, and the growth of Internet commerce. Successful organizations will be able to change in response to the competition by relying on short production runs, short product cycles, and an ongoing stream of new products. Doing so will demand a flexible, responsive workforce. The social trends of the 1970s and 1980s suggest changes for the 1990s that organizations will have to adjust for: such as, young people delaying marriage, a negative attitude toward those who smoke, and the popularity of sport-utility vehicles. Business schools have been preaching a global perspective since the early 1980s, but no one could have imagined how world politics would change in recent years: for instance, the U.S. embargo of Lybia, the collapse of the Soviet Union, and Black rule in South Africa. In response to such events, almost all major American busin