组织变革与组织文化二

第八章组织变革与组织文化一、组织变革二、组织文化一、组织变革组织变革就是组织根据内外环境的变化，及时对组织中的要素进行结构性变革，以适应未来组织发展的要求。组织变革的根本目的就是提高组织的效能。（一）组织变革的动因1．外部环境因素（1）整个宏观社会经济环境的变化（2）科技进步的影响（3）资源变化的影响（4）竞争观念的改变2．内部环境因素（1）组织机构适时调整的要求（2）保障信息畅通的要求（3）克服组织低效率的要求（4）快速决策的要求（5）提高组织整体管理水平的要求（二）组织变革的目标1．使组织更具环境适应性2．使管理者更具环境适应性3．使员工更具环境适应性（三）组织变革的内容1．人员的变革2．结构的变革3．技术与任务的变革（四）组织变革的过程两种不同的观点：其一：风平浪静观其二：急流险滩观风平浪静观（KurtLewin）组织变革的过程包括解冻－变革－再冻结三个阶段：（1）解冻阶段：改革前的心理准备阶段（2）变革阶段：变革过程中的行为转换阶段（3）再冻结阶段：变革后的行为强化阶段（五）组织变革的程序（1）诊断组织现状，发现变革征兆（2）分析变革因素，制定改革方案（3）选择正确方案，实施变革计划（4）评价变革效果，及时进行反馈（六）组织变革的阻力1.个人阻力2.团体阻力（七）消消除组织织变革阻阻力的管管理对策策（1）客观分分析变革革的推力力和阻力力的强弱弱（2）创新组组织文化化（3）创新策策略方法法和手段段（八）组组织变革革中的压压力及其其管理1.Whatisstress?Stressisadynamicconditioninwhichanindividualisconfrontedwithanopportunity,constraint,ordemandrelatedtowhatheorshedesires,andforwhichtheoutcomeisperceivedtobebothuncertainandimportant.Stressisacomplexissue,soletuslookatitmoreclosely.Stresscanmanifestitselfinbothapositiveandanegativeway.Stressissaidtobepositivewhenthesituationoffersanopportunityforonetogainsomething.Itiswhenconstraintsordemandsareplacedonusthatstresscanbecomenegative.Letusexplorethesetwofeatures--constraintsanddemands.2.Aretherecommoncausesofstress?Stressor:AfactorthatcausesstressStresscanbecausedbyanumberoffactorscalledstressors.Factorsthatcreatestresscanbegroupedintotwomajorcategories--organizationalandpersonal.Bothdirectlyaffectemployeeand,ultimately,theirjobs.OrganizationalfactorsThereisnoshortageoffactorswithintheorganizationthatcancausestress.Pressurestoavoiderrorsorcompletetasksinalimitedtimeperiod,ademandingsupervisor,andunpleasantco-workersareafewexamples.Thediscussionthatfollowsorganizesstressfactorsintofivecategories:task,role,andinterpersonaldemands;organizationstructure;andorganizationalleadership.(1)Taskdemandsarefactorsrelatedtoanemployee’sjob.Theyincludethedesignoftheperson’sjob(autonomy,taskvariety,degreeofautomation),workingconditions,andthephysicalworklayout.Workquotascanputpressureonemployeeswhentheir“outcomes”areperceivedasexcessive.Themoreinterdependencebetweenanemployee’stasksandthetasksofothers,themorepotentialstressthereis.Autonomy,ontheotherhand,tendstolessenstress.Jobswheretemperatures,noise,orotherworkingconditionsaredangerousorundesirablecanincreaseanxiety.So,too,canworkinginanovercrowdedroomorinavisiblelocationwhereinterruptionsareconstant.(2)Roledemandsrelatetopressuresplacedonanemployeeasafunctionoftheparticularroleheorsheplaysinorganization.Roleconflictscreateworkexpectationsthatmaybehardtoreconcileorsatisfy.Roleoverloadisexperiencedwhentheemployeeisexpectedtodomorethantimepermits.(Havingmoreworktoaccomplishthantimepermits.)Roleambiguittheiscreatedwhenroleexpectationsarenotclearlyunderstoodandtheemployeeisnotsurewhatheorsheistodo.(Whenroleexpectationsarenotclearlyunderstood.)(3)Interpersonaldemandsarepressurescreatedbyotheremployee.Lackofsocialsupportfromcolleaguesandpoorinterpersonalrelationshipscancauseconsiderablestress,especiallyamongemployeewithahighsocialneed.(4)Organizationstructurecanincreasestress.Excessiverulesandanemployee’slackofopportunitytoparticipateindecisionsthataffecthimorherareexamplesofstructuralvariablesthatmightbepotentialsourcesofstress.(5)Organizationalleadershiprepresentsthesupervisorystyleoftheorganization’scompanyofficials.Somemanagerscreateaculturecharacterizedbytension,fear,andanxiety.Theyestablishunrealisticpressurestoperformintheshortrun,imposeexcessivelytightcontrols,androutinelyfireemployeeswhodon’tmeasureup.Thisstyleofleadershipflowsdownthroughtheorganizationtoaffectallemployees.PersonalfactorsPersonalfactorsthatcancreatestressincludefamilyissues,personaleconomicproblems,andinherentpersonalitycharacteristics.Becauseemployeesbringtheirpersonalproblemstobeunderstandingofthesepersonalfactors.Thereisalsoevidencethatemployees’personalitieshaveaneffectonhowsusceptibletheyaretostress.ThemostcommonlyusedlabelsforthesepersonalitytraitsareTypeAandTypeB.TypeApersonalityischaracterizedbychronicfeelingsofasenseoftimeurgency,anexcessivecompetitivedrive,anddifficultyacceptingandenjoyingleisuretime.TheoppositeofTypeAisTypeBpersonality.TypeBpersonality:Peoplewhoarerelaxedandeasygoingandacceptchangeeasily.3.Whatarethesymptomsofstress?Therearethreegeneralwaysthatstressrevealsitself.Theseincludephysiological,psychological,andbehavioralsymptoms.Mostoftheearlydiscussionsofstressfocusedheavilyonhealth-related,orphysiologicalconcerns.Thiswasattributedtothefactthathighstresslevelsresultinchangesinmetabolism,increasedheartandbreathingrates,increasedbloodpressure,headaches,andincreasedriskofheartattacks.Becausedetectingmanyoftheserequirestheskillsoftrainedmedicalpersonnel,theirimmediateanddirectrelevancetomanagersisnegligible.Ofgreaterimportancetomanagersarepsychologicalandbehavioralsymptomsofstress.It'sthesethingsthatcanbewitnessedintheperson.Thepsychologicalsymptomscanbeseenasincreasedtensionandanxiety,boredom,andprocrastination-allofwhichcanleadtoproductivitydecreases.Sotoo,canthebehavior-relatedsymptomsshangesineatinghabits,increasedsmokingorsubstanceconsumption,rapidspeech,orsleepdisorders.4.Howcanstressbereduced?Reducingstressisonethingthatpresentsadilemmaformanagers.Somestressinorganizationsisabsolutelynecessary.Withoutit,peoplehavenoenergy.Oneofthefirstmeansofreducingstressistomakesurethatemployeesareproperlymatchedtotheirjobs,andthattheyunderstandtheextentoftheir"authority".Furthermore,bylettingemployeesknowpreciselywhatisexpectedofthem,roleconflictandambiguitycanbereduced.Redesigningjobscanalsohelpeaseworkoverload-relatedstressors.Employeesshouldalsohavesomeinputinthosethingsthataffectthem.Theirinvolvementandparticipationhavebeenfoundtohelplessenstress.Manycompanieshavestartedemployeeassistanceandwellnessprograms.Theseemployer-sponsoredprogramsaredesignedtoassistemployeesinareaslikefinancialplanning,legalmatters,health,fitness,stress,andthelike—wheretheyarehavingdifficulties.Employeeassistanceprograms(EAPs):Programsofferedbyorganizationstohelptheiremployeesovercomepersonalandhealth-relatedproblems.＄＄1billioneachyearonEAPprograms.Formost,studiessuggestthatthesecompaniessaveupto＄＄5.ooto＄＄16foreveryEAPdollarspent.That,formostofus,isasignificantreturnoninvestment!InordertoEAP,manyorganizationsareimplementingwellnessprograms.Wellnessprograms:Programsofferedbyorganizationstohelptheiremployeespreventhealthproblems.Awellnessprogramisdesignedtokeepemployeescessation,weightcontrol,stressmanagement,physicafitness,nutritioneducation,high-blood-pressurecontrol,violenceprotection,workteamproblemintervention,andsoon.Wellnessprogramsaredesignedtohelpcutemployerhealthcosts,andtolowerabsenteeismandturnoverbypreventinghealth-relatedproblems.二、组组织文文化（一））组织织文化化的概概念组织文文化：：组织织在长长期的的实践践活动动中所所形成成的并并且为为组织织成员员普遍遍认可可和遵遵循的的具有有本组组织特特色的的价值值观念念、团团体意意识、、工作作作风风、行行为规规范和和思维维方式式的总总和。。（二））组织织文化化的主主要特特征1．超个个体的的独特特性2．相对对稳定定性3．融合合继承承性4．发展展性美国价价值观观与中中国价价值观观中国同同事：：Youlookpale.What’sthematter?美国同同事：：I’’mfeelingsick.Acold,maybe……中国同同事：：Goandseeadoctor.Drinkmorewater.Didyoutakeanypills?Chinesemedicineworkswonderful.Wouldyouliketotry?Putonmoreclothes.Haveagoodrest.美国同同事：：Youarenotmymother,areyou?同样的的事件件，美美国同同事的的反应应：Takecareofyourself.Ihopeyou’’llbebettersoon.中国同同事认认为：：Ihearyou.基本代代表““我不不同意意”美国同同事认认为：：沉默代代表你你同意意杨元庆庆和当当时的的CEO达成了了“straighttalk”的坦坦诚沟沟通的的方化化要求求。（三））组织织文化化的结结构1．潜层层次的的精神神层：：意识识形态态：管管理哲哲学、、敬业业精神神、人人本主主义的的价值值观念念和道道德观观念等等。2．表层层的制制度系系统（（制度度层））：规规章制制度、、道德德规范范、行行为准准则和和组织织结构构3．显现现层的的组织