用以减少阻力的几种管理策略ppt课件.ppt

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1、1Chapter16OrganizationalChange1Afterstudyingthischapter,youshouldbeableto:Identifyforcesthatactasstimulantstochange.Listthesourcesforresistancetochange.Comparethethreemainapproachestomanagingorganizationalchange.Describethecausesandconsequencesofworkstress.Describecharacteristicsofalea

2、rningorganization.Explainglobaldifferencesinorganizationalchangeandstress.23WhatIsChange?OrganizationalChangeAnyalterationsinthepeople,structure,ortechnologyofanorganizationCharacteristicsofChangeIsconstantyetvariesindegreeanddirectionProducesuncertaintyyetisnotcompletelyunpredictableC

3、reatesboththreatsandopportunitiesManagingchangeisanintegralpartofeverymanager’sjob.34什么是变革组织变革一个组织中任何的人员、结构或者技术的改变变革的特征在程度和方向上是持续且多样化的结果具有不确定性，但并不是完全不可预测的威胁与机遇同在变革管理是每一个管理者工作中必不可少的一部分4ForcesthatStimulateChange16-5SourcesofResistancetoChangeIndividualHabitEconomicFactorsSecurityFearof

4、theUnknownSelectiveInformationProcessingOrganizationalStructuralInertiaLimitedFocusofChangeGroupInertiaThreattoExpertiseThreattoEstablishedPowerRelationshipsandResourceAllocationsPeopletendtoresistchange,eveninthefaceofevidenceofitsbenefits.67应对变革的阻力为什么人们抵制变革?习惯对未知的恐惧——变革使得已知的东西变得模糊不清和

5、不确定，没有安全感经济因素——担心失去个人原有的地位、收入、权力、个人便利等选择性信息加工7ChangeAgentsPersonsinorganizationresponsibleformanagingchangeactivitiesCanbemanagersornon-managers,currentemployees,newlyhiredemployeesoroutsideconsultantsOutsideconsultantscanprovideobjectiveperspectives,butdon’thavetolivewiththeconsequenc

6、esofchange8OvercomingResistancetoChangeEducationandCommunicationParticipationBuildingSupportandCommitmentImplementingChangesFairlyCooptationSelectingPeoplewhoAcceptChangeCoercion910用以减少阻力的几种管理策略教育与沟通参与支持与承诺公平地贯彻变革操纵与收买挑选接受变革的员工强制10ApproachestoManagingOrganizationalChangeLewin’sThree-St

7、epModelofChangeKotter’sEight-StepModeloftheChangeProcessOrganizationalDevelopment11Lewin’sThree-StepModelUnfreezingcanbeachievedby:IncreasedrivingforcesthatdirectbehaviorawayfromthestatusquoDecreaserestrainingforcesthathindermovementfromtheexistingequilibriumCombinethetwoaboveapproac