IMBA讲义:变革管理英文课件.ppt
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- IMBA 讲义 变革 管理 英文 课件
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1、 MSM 2002Program(1)1.Introduction2.Basics of Change 3.Current trends in China 4.Fundamental issues in Organizational Change 5.Phases in Change Processes:a model of Change6.Diagnosis:instruments and methods7.Designing a Change Program8.Structuring a Change Program MSM 2002Program(2)9.Dynamics of Chan
2、ge10.Interventions11.Implementation12.Resistance and how to handle it13.Role and position of Change agents14.Case presentations15.Integration MSM 2002Basics of ChangeqWhat is change?qDifferent ways of conducting changeqContext of organizational changeqResponses to Change MSM 2002Current trends in Ch
3、inaqPolitical shift towards more Market orientationqBoosting production and economyqOpening up to international marketqEntrance to WTOqFrom inward to outward orientationqNew identity in global politics MSM 2002“Organizations that are able to conduct changes faster and more effectively than their com
4、petitors have better chances to survive.”MSM 2002WTO and China MSM 2002Consequences?qAdvantagesqDisadvantagesqThreatsqOpportunitiesqTime scopeqPETS-dimensions MSM 2002Issues in Chinese businessqStructureqCultureqLeadership&ManagementqNew versus OldqDifferences with western style businessqDevelopment
5、qEtc.q.MSM 2002Fundamental Issues in Organizational ChangeqTypes of changeqWays of changingqDimensions of Change ProgramsqResponses to ChangeqCore principles MSM 2002Types of ChangeqImprovementqInnovationqTransformation MSM 2002Two ways of changingImposed ChangeEasyQuickShort termResistance Evoked C
6、hangeComplexLong termCommitmentSustaining MSM 2002Dimensions of Change ProgramsvStrategic considerationsvTechnical preferencesvEconomic/Financial DimensionvSocial(HR)considerationsvCultural aspects MSM 2002Small versus Large ScaleqType of businessqSize of organizationqUrgency of problems(need)qHisto
7、ry of organizationqMaturity of peopleqAttitude of Top Management MSM 2002Responses to changesqueezedTop-managementMiddle managementWorking floor/employeesresistantisolated MSM 2002Core principles (1)(How to make it work)1.Use Goal orientationThere must be Clarity about:qproblem situationqGoalsqCrite
8、ria for successqOrganizationqPlanningqControl2.Make a Good diagnosisqSeek informationqSummarizeqAnalyze qFeedback MSM 2002 Core principles (2)(How to make it work)3.Use Systems thinking:always keep the whole system in mindqStructuresqBehaviorqCulture4.Use participation for commitmentqBetter decision
9、sqStimulate motivationqIdentification with organization MSM 2002Core principles (3)(How to make it work)5.Give support in order to stimulate self-managementqUse feedbackqTrainingqFacilitate communicationqGive supportqDelegate authorities for use of resources6.Manage the Process of ChangeqAnalyse pro
10、cess continuouslyqDeal with resistance and conflictsqUse flexible planning MSM 2002Core principles (4)(How to make it work)7.Communicate intensivelyqCommunicate,communicate,communicate8.Carefully select key-personsqwho are potential alliesqWho are opinion leadersqWho will show resistanceqWho can be
11、a leader MSM 2002Phases of a Change ProgramStep 0:determine internal and external pressure/demands for changeStep 1:Make up diagnosisStep 3:Determine vision and strategyStep 4:Action Planning:design and develop the Change ProgramStep 5:Structure the Change ProcessStep 6:Determine Change dynamicsStep
12、 7:Determine Change Strategies and MethodsStep 8:ImplementStep 9:Evaluate and Adjust/Correct MSM 2002Goals Culture Structure Technology Behaviour&ProcessesOutputGroup PerformanceIndividualPerformanceQuality of Working ConditionsGroup compositionStructureTechnologyIndividualcharacteristicsGroup Behav
13、iourProcessesCultureIndividual attitudesMotivationConvictionsSourcesSourcesHuman ResourcesOrganizationlevel GrouplevelIndividuallevelENVIRONMENT Source:Harrison,1978,p.51ENVIRONMENT=influence=feedback MSM 2002Internal/external pressure/demandsleading to change Step 0Evaluate Change Results Step 7Det
14、ermine Change Strategies and Implementation methodologies Step 6Determine theChange Dynamics Step 5Structure theChange Process Step 4Design and Develop Step 3Determine Vision And StrategyStep 2Draw up diagnosis Step 1ChangeGoalsChangeSituation ChangeStrategyChange EffectivenessOrganizational Experti
15、seChange Management ExpertiseSource:Cozijnsen&Vrakking,1996.MSM 2002General DirectorLHCCpmmunist PartysOmplementation PanelDeputu General DirectorDeputy General DirectorDeputy General DirectorWeaving PlantDueing PlantGarment PlantKnitting PlantSupport Units&ServicesAdministrationFinance Dept.Import-
16、Export Dept.Materials Dept.R&D CentrePlanning&Sales Dept.Legend:Officially designed reporting lineDelegated tasks to DGD by the GD,But are subject to frequent changesOrganisation Chart of LHC MSM 2002Diagnostic Instrumentsq 7 S-modelq Organization Matrix modelq Management Effectiveness Analysisq Etc
17、.MSM 2002 Strategy System s Structure Staff Sty le Sk ills Shared ValuesStructureStaffStyleSkillsSystemsShared ValuesStrategyHard variablesSoft variablesThe 7-S model MSM 2002 The Organization MatrixPolicyTechnicalCulturalStaff/PersonnelPower/InfluenceOrganiza-tionG oals andmethodsT asks andauthorit
18、iesKno wledge andskillsStakeholdersDecision takingAutonomyO rganizationalClimateCo-operationAttitude MSM 2002Box 1:Goals and methodsCore activitiesStrategic planningMarketingFinancingetc.MSM 2002Box 2:Internal Structure (Tasks&authorities)OrganigramTask/project descriptionsNeed for informationProced
19、uresetc.MSM 2002Box 3:Knowledge and skillsFunction needsRecruitmentKnow-how Salary systemetc.MSM 2002Box 4:StakeholdersCEO/Board of directorsPressure groupsCustomers EmployeesFinancieretc.MSM 2002Box 5:Decision takingInformal structure Participation in decision takingReview of resultsConsultationNeg
20、otiationsetc.MSM 2002Box 6:AutonomyRoom for actionPersonal perspectiveStatusIndividual interestsetc.MSM 2002Box 7:Organizational ClimateVisionCommitmentElan House style etc.MSM 2002Box 8:Co-operationProblem solving Team-play Co-ordination of ideas Meeting styles etc.MSM 2002Box 9:AttitudeCreativity
21、FellowshipTrust Dedication etc.MSM 2002Management Effectiveness Analysis Measures behavior+effectiveness Scientific approach Questionnaire(111 items)21 behavioural sets Situation dependent Strategic+Feedback profiles Individual+group analyses MSM 2002 MSM 2002Vision and Strategy?MSM 2002Designing a
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