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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）消除组织变革阻力的管理对策•（1）客观分析变革的推力和阻力的强弱•（2）创新组织文化•（3）创新策略方法和手段•（八）组织变革中的压力及其管理•1.Whatisstress?•Stressisadynamicconditioninwhichanindividualisconfrontedwithanopportunity,constraint,ordemandrelatedtowhatheorshedesires,andforwhichtheoutcomeisperceivedtobebothuncertainandimportant.•Stressisacomplexissue,soletuslookatitmoreclosely.Stresscanmanifestitselfinbothapositiveandanegativeway.Stressissaidtobepositivewhenthesituationoffersanopportunityforonetogainsomething.Itiswhenconstraintsordemandsareplacedonusthatstresscanbecomenegative.Letusexplorethesetwofeatures--constraintsanddemands.•2.Aretherecommoncausesofstress?•Stressor:Afactorthatcausesstress•Stresscanbecausedbyanumberoffactorscalledstressors.Factorsthatcreatestresscanbegroupedintotwomajorcategories--organizationalandpersonal.Bothdirectlyaffectemployeeand,ultimately,theirjobs.•Organizationalfactors•Thereisnoshortageoffactorswithintheorganizationthatcancausestress.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.•Personalfactors•Personalfactorsthatcancreatestressincludefamilyissues,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-relatedsymptomsshangesineati