罗宾斯《组织行为学》12版 OB12_19 组织变革与压力管理.ppt

Forces for Change Forces for Change Managing Planned Change Resistance to Change Forms of Resistance to Change Overt and immediate Voicing complaints, engaging in job actions Implicit and deferred Loss of employee loyalty and motivation, increased errors or mistakes, increased absenteeism Sources of Individual Resistance to Change Sources of Organizational Resistance to Change Overcoming Resistance to Change The Politics of Change Impetus for change is likely to come from outside change agents. Internal change agents are most threatened by their loss of status in the organization. Long-time power holders tend to implement only incremental change. The outcomes of power struggles in the organization will determine the speed and quality of change. Lewin’s Three-Step Change Model Lewin’s Three-Step Change Model Unfreezing the Status Quo Kotter’s Eight-Step Plan for Implementing Change Action Research Organizational Development Organizational Development Techniques Organizational Development Techniques (cont’d) Organizational Development Techniques (cont’d) Organizational Development Techniques (cont’d) Organizational Development Techniques (cont’d) Organizational Development Techniques (cont’d) Contemporary Change Issues For Today’s Managers How are changes in technology affecting the work lives of employees? What can managers do to help their organizations become more innovative? How do managers create organizations that continually learn and adapt? Is managing change culture-bound? Technology in the Workplace Continuous Improvement Processes Good isn’t good enough Focus is on constantly reducing the variability in the organizational processes to produce more uniform products and services Lowers costs and raises quality Increases customer satisfaction Organizational impact Additional stress on employees to constantly excel Requires constant change in organization Technology in the Workplace Process Reengineering “Starting all over” Rethinking and redesigning organiza