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浅析现代社会公司治理重要性corporate governance [5]

论文作者:www.51lunwen.org论文属性:本科毕业论文 Thesis登出时间:2015-05-02编辑:felicia点击率:27933

论文字数:论文编号:org201504132336189564语种:英语 English地区:新西兰价格:免费论文

关键词:企业发展市场发展企业管理

摘要:如何在经济快速发展的今天提高企业的管理水平和管理效率?希望能够通过这篇文章得到答案。

ng the big picture for the entire organization.


Lack of information.People will resist change if they are not informed about what is expected from them or what benefits change will bring. If the reasons for change are not clearly presented, people tend to fill in the missing pieces with speculation, which often assumes the worst in terms of initiator intentions and personal impact. In addition, if people do not have enough information about how to change, they may fear making mistakes, so they will not try.


Fear of the unknown. Individuals resist change when they are uncertain about how it will affect their well-being. They fear downsizing, uncertainties about not knowing how to change, not being able to perform as well as before the change, losing position, income, and status or power.


Habit. Many people prefer familiar actions and events, even if they are not optimal. Breaking a habit is difficult because it takes hard work and involves giving up perceived benefits from the habit, even if the new behavior has more desirable consequences.


Resentment toward the initiator.If a change seems arbitrary or unreasonable, resentment and anger are directed towards those initiating the change. People resent being controlled and losing autonomy over their works and lives, when their thoughts and feelings are not considered by change initiators. Finally, without trust in the initiator's inventions, people may resist the change out of resentment or fear of possible unknown consequences.


Bloisi, Cook and Hunsaker (2003) state that organizations resist change for many of the same reasons individuals do. There are also many forces inside an organization that create resistance to changes initiated by environmental conditions. Some of the main ones are summarized below:


Power Maintenance. Changes in decision-making authority and control of resource allocations threaten the balance of power in organizations. Units benefiting from the change will welcome it, but those losing power will resist it.


Structural stability. Organizations create hierarchies, subgroups, rules and procedures to promote order, consistent and predicable behaviors. People who ‘fit' these desired behavioral criteria are hired and shaped to confirm further through the socialization process and organizational conditioning.


Functional sub-optimization.Differences in functional orientation, goals and resource dependencies can cause changes that are seen as beneficial to one functional unit and as threatening to another. Functional units usually think of themselves first when evaluating potential changes and support those that enhance their own welfare, but resist the one that reduce it.


Organizational culture. Organizational culture promotes predicable ways of thinking and behaving. Organizational members will resist changes that force them to abandon established assumptions and approved ways of doing things.


Group norms. Groups develop their own norms to promote desirable behaviors. Many members conform these norms. Consequently, any change that disrupts group norms, tasks or role relationships will probably be resisted.


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