组织变化管理_（英文）.pptVIP

Managing Complex Change Challenges Changing the shape of organization Changes in the mission or “reason to be” Changes in ways of doing business Changes in ownership Downsizing Changes in the culture of the organization Conditions for effective management of change a vision of what the institution should look like a clear sense of the organization’s identity(reason to be) a clear sense of the organization’s interdependency with its outside environment clear and reachable scenarios (not objective, but descriptions of the end states) flexible enough organizational structure effective use of advanced technology reward systems that equally reflect organization priorities The Demand SystemForces in the Environment Human Systems as Quasi-stationary Equilibrium of Multiple Forces A human system such as an individual, a group, or an organization is usually composed of a number of sub-systems. All systems are always subjected to multiple forces both from inside or from outside, they are always in some state of change. The tendency toward equilibrium is achieved by a balance of forces pushing in different directions. Since the system always move from one point to a new point, the equilibrium is only “quasi-stationary” Dynamics of Organization Organizations as social systems subsystems with their own identities, coordinated each other Organization as political systems people at different level have different power organization as input - output system transforming needs and raw materials into services and products Change agent: Someone who changes the forces sufficiently to move the equilibrium to a new point, even if he or she had no intention to produce change. - Managers, employees - government, consultants, teachers, etc. Change target: Someone who is to be changed Stages of the Change Process Any change process can be conceptualized as consisting of three stages or phases, based on the above model of quasi-stationary equilibrium -- a stage of unfreezing, a s