MBAChangeManagementSelectingInterventions培训讲义.pptVIP

John Hayes, The Theory and Practice of Change Management, 3rd Ed. Palgrave 2010 John Hayes, The Theory and Practice of Change Management, 3rd Ed. Palgrave 2010 John Hayes, The Theory and Practice of Change Management, 3rd Ed. Palgrave 2010 John Hayes, The Theory and Practice of Change Management, 3rd Ed. Palgrave 2010 John Hayes, The Theory and Practice of Change Management, 3rd Ed. Palgrave 2010 Change Management Selecting Interventions Selecting interventions: beware fads Sometimes interventions are used because they are fashionable. Staw and Epstein (2000) surveyed 100 largest Fortune 500 firms and found that use of popular interventions, such as TQM, empowerment and team working was: positively associated with corporate reputation (organizations were admired, seen as more innovative and rated as having higher quality management) positively related to CEO pay. but NOT associated with improvement in economic performance (assessed over 1-5 year period) * THE THEORY PRACTICE OF CHANGE MANAGEMENT 3rd Edition, John Hayes, Palgrave, 2010 ? What factors need to be taken into account when selecting or designing interventions? Which are the two most important factors? Why? * THE THEORY PRACTICE OF CHANGE MANAGEMENT 3rd Edition, John Hayes, Palgrave, 2010 The nature of the diagnosed problem or opportunity that underpins the aim of the change initiative has to be a key consideration * HUMAN PROCESS TECHNO-STRUCTURAL HUMAN RESOURCE STRATEGIC Diagnosed issue Diagnosed issue THE THEORY PRACTICE OF CHANGE MANAGEMENT 3rd Edition, John Hayes, Palgrave, 2010 * INDIVIDUAL GROUP INTER-GROUP ORGANISATION Level Diagnosed issue TRANS-ORGANIZATION Level of change target THE THEORY PRACTICE OF CHANGE MANAGEMENT 3rd Edition, John Hayes, Palgrave, 2010 The extent to which the intervention requires emotional involvement * Depth of intervention DEEP Depth INDIVIDUAL GROUP INTER-GROUP ORGANISATION Level Diagnosed issue SHALLOW TRANS-ORGAN