1、Organizational Change,Organizational Behavior in an organization,1,2,3,4,Learning Outcomes,Forces for Change,The Targets of Change,Resistance to Change,Implementation of Change (Case study),Forces for change,Shifting (turnover) employee demographics Performance Gaps Government regulation Global Comp
2、etition Changing economic conditions,1.,The targets of Change,Organizational structure,Technology,People,Organizational Change,.,Resistance to ChangeHow to overcome the barriers of change,Resistance to Change,3.,Resistance to Change,Organizational ResistanceStructural Inertia Limited Focus of change
3、s Group Inertia Threat to Expertise Threat to establish power relationship Threat to establish resource allocations,3.1,Individual ResistanceHabit Security Economic Factors Fear of the Unknown Selective information processing,Participation,Reward acceptance of change,4,Communication,1,How to overcom
4、e the barriers of change,Provide support,3,Create a learning organization,5,2,3.2,Case Study,Implementation of Change,4.,Company A in Cork George Martin & John Dwane PS：以下案例来自于SHU,Who,Why,What will we cover ?,What,Were,How,Strategic Drift,External,PG,Other ESB BUs,Degree Of Change,Time,Power Staff S
5、urvey Results: Aghada (Return rates: 70% in 00, 92% in 02 and 87% in 03),Power Generation,Generation Staff Surveys,Survey Content,Power Generation,Provides baseline data in the following areas:CommunicationsRelationshipsTraining & DevelopmentWorking EnvironmentOverall Satisfaction Levels,Section 2:
6、Communications,Power Generation,This section assesses satisfaction levels with current methods of communication and with interpersonal communications,Communications,QA1: Effective as a source of information % who say good/very good,Communications,QA2: Effective as a means of giving input into decisi
7、ons% who say good/very good,Communications,QA3: Interpersonal Communications % who agree/strongly agree,Section 3: Relationships,Power Generation,This section focuses on a number of key requirements for cultural change - trust and respect between staff/management, opportunity for involvement, role c
8、larity, management credibility & authority.,Relationships,D: Key requirements for cultural change - trust & respect % who agree/strongly agree,Relationships,D: Key requirements for cultural change - recognition and morale % who agree/strongly agree,Section 4: Training & Development,Power Generation,
9、This section looks at how people view current training provision and the connection between training and the job/career development.,Training & Development,B Training & Development Opportunities% who agree/strongly agree,Training & Development,B Training & Development Opportunities% who agree/strong
10、ly agree,Section 5: Workplace,Power Generation,This section gives basic information on working environment.,Workplace,E: How staff rate the quality of their work environment % who agree/strongly agree,Section 6: Overall Satisfaction,Power Generation,This section looks at job satisfaction/performance
11、 and commitment to Power Generation.,Overall Satisfaction,F: Overall level of satisfaction with workplace & with PG % who agree/strongly agree,End of 2003,All work completed early! Gainshare paid out - early Earnings very high H.O. focus Investment decision made in principle and huge flurry of activ
12、ity low key approach in Aghada Battle fatigue among management,Your biggest threat is the most senior report who opposes you,You must not treat good & bad behaviour the same,3,You must be in control of awarding the prize,1,You must be consistent,4,2,Conclusion,Reference 1,Reference 2,Reference 3,组织行为学网 http:/www.obweb.org/,1,Thank You !,
