摘要:本文主要讲述组织需要变革,并细说变革管理的策略。一个组织是一个复杂的实体,带来的变化同样也是一个复杂的考验。组织全公司的变化并使其处在一个微妙的平衡中需要有能力的领导者。有效领导对自己的组织作出改变很容易,但是要在变革过程中发挥领导作用却不容易。
组织变革管理
组织是高度专业化的系统。在组织内工作的人一般对工作环境的改变都是悲观排斥的,因为他们不想进入一个未知的领域。生活在自己的安乐窝这是人类的自然倾向,没有人喜欢从舒适变得不舒服,即使是短时间内的不舒服(从舒适变化到不舒服的过程中)。
但是,在目前的环境中,为了组织的生存与成功,改变与否已经变得不再可以选择。组织必须学会善于改变,以保持自身的竞争优势。
定义——变革管理是从一个状态转移到另一个状态,具体的说,是从问题状态到问题解决的状态。
但是,组织变革管理的术语是可以改变的,‘改变’可在不同的术语情况下使用。例如,当一家公司在洽谈有关重整、重建、推动文化转型,紧跟行业步伐的话题时,那么这就是在谈论改变。
Change Management Organisations
Change Management strategy Report——变革管理战略报告
Organisations are highly specialized systems and people working within the organisations are generally cynical to change in the work environment as they don't want to get into uncharted territory. It is the natural tendency of human being to live in their comfort zone and no one likes to be comfortable being uncomfortable even for a short duration (during the change process).
But, for organisations to survive and succeed in the current environment change is no longer optional. Organisations have to learn to love change to stay ahead of competition.
An overview of change management
Definition - Change management is about moving from one state to another, specifically, from the problem state to the solved state (Jung, 2001).
But, the organisational terminology for change management can be varied and ‘change' may be used under different terms. E.g. when a company talks about re-engineering, restructuring, promoting cultural transformation, or keeping pace with the industry, then it is talking about change. Lewin (1951) conceptualized that change can occur at three levels.
Change in the individuals who work in the organisation – that is their skills, values, attributes, and eventually behaviour. Leaders have to make sure that such individual behavioural change is always regarded as instrumental to organisational change.
Change in the organisational structures and systems – reward systems, reporting relationships, work design and so on.
A direct change in the organisation climate or interpersonal style – dealing with people relationships, conflict management and the process of decision making. (Leonard et al., 2003, cited in Mabey & Mayon-White (ed))
Change can be further classified as planned and emergent. When change is deliberate and is a product of conscious reasoning and actions is supposed to be planned. Emergent change is a direct contract to this and unfolds in an apparently spontaneous and unplanned way.
Drivers of change
Change is mostly driven by circumstances and always takes place with a particular goal in mind. Some of the common drivers of change are, to keep pace with the changing environment, to beat competition, technological changes to improve process efficiency etc.
No matter what the driver for change is, the goal of the whole process is to lead the organisation into a future state which is different from the current state under which the organisation operates. (Nicols, 2006) The scope and scale of change can vary. E.g. Change can be limited a particular department (operations, marketing etc.) or it might affect the whole organisation, it might relate to only a group of people or might affect every employee in the organisation.
Initiators of change
Irrespective of its nature, change has to be in
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