organizationalchangeprocessesinchina(ppt69)-经营管理(编辑修改稿)

organizationalchangeprocessesinchina(ppt69)-经营管理(编辑修改稿)内容摘要：

a k e h o l d e r s D e c i s i o n t a k i n g A u t o n o m yO r g a n i z a t i o n a lC l i m a t eC o o p e r a t i o n A t t i t u d e169。 MSM 2020 •Box 1: Goals and methods  Core activities  Strategic planning  Marketing  Financing  etc. 169。 MSM 2020 •Box 2: Internal Structure (Tasks amp。 authorities)  Organigram  Task / project descriptions  Need for information  Procedures  etc. 169。 MSM 2020 •Box 3: Knowledge and skills  Function needs  Recruitment  Knowhow  Salary system  etc. 169。 MSM 2020 •Box 4: Stakeholders  CEO / Board of directors  Pressure groups  Customers  Employees  Financier  etc. 169。 MSM 2020 •Box 5: Decision taking  Informal structure  Participation in decision taking  Review of results  Consultation  Negotiations  etc. 169。 MSM 2020 •Box 6: Autonomy  Room for action  Personal perspective  Status  Individual interests  etc. 169。 MSM 2020 •Box 7: Organizational Climate  Vision  Commitment  Elan  House style  etc. 169。 MSM 2020 •Box 8: Cooperation  Problem solving  Teamplay  Coordination of ideas  Meeting styles  etc. 169。 MSM 2020 •Box 9: Attitude  Creativity  Fellowship  Trust  Dedication  etc. 169。 MSM 2020 Management Effectiveness Analysis • Measures behavior + effectiveness • Scientific approach • Questionnaire (111 items) • 21 behavioural sets • Situation dependent • Strategic + Feedback profiles • Individual + group analyses 169。 MSM 2020 169。 MSM 2020 Vision and Strategy ? 169。 MSM 2020 Designing a Change Program Grow or a Rollout model Timing Need amp。 want Skills (ability) attitude (culture) 169。 MSM 2020 Change Competence Infrastructure Strategic Component Organizational Success Institutional Component Human Resources Component Change Policy Change Capacity Leading Potential Speed Willingness Infrastructure of Change Competence Source: Cozijnsen amp。 Vrakking, 1995 169。 MSM 2020 Competing Values Framework: Organizational Effectiveness (Quinn model 1) Flexibility External Internal Control open systems model Rational goal model Internal process model Human relations model Means: cohesion, morale Ends: human resource development Means: planning, goal setting Ends: productivity, efficiency Means: flexibiity, readiness Ends: growth, resource acquisition Means: information management, munication Ends: Stability, control 169。 MSM 2020 Quinn model 2 169。 MSM 2020 4 conditions for changing behaviour need want being allowed can 169。 MSM 2020 Rollout change 1. Preparation 2. Planning 3. Transition structures 4. Implementation (= rollingout) 5. Reward 169。 MSM 2020 Grow or Process Change Preparation Planning Take first step Check and Correct Take next step Etc.  ……. Terminate 169。 MSM 2020 Dynamics of Change  Pain and desire  Losses and gains  Resistance  Involvement  Motivation 169。 MSM 2020。