斯蒂芬·P·罗宾斯-管理学原理（英文版·第7版）robbins_fom7_ch07.pptVIP

Until recently, the “calm waters” metaphor dominated the thinking of practicing managers and academics. The prevailing model for handling change in such circumstances ideas, and knowledge is best illustrated in Kurt Lewin’s three-step description of the change process. (See Exhibit 7-2.) White-water rapids is consistent with a world that’s increasingly dominated by information, * Often managers make a concerted effort to alter some aspect of the organization. Whatever happens—in terms of structure or technology—ultimately affects organizational members. Efforts to assist organizational members with a planned change are referred to as organization development (OD). * Survey feedback efforts are designed to assess employee attitudes about and perceptions of the change they are encountering. Employees are generally asked to respond to a set of specific questions regarding how they view such organizational aspects as decision making, leadership, communication effectiveness, and satisfaction with their jobs, coworkers, and management In process consultation, outside consultants help managers to perceive, understand, and act on process elements with which they must deal. These elements might include, for example, workflow, informal relationships among unit members, and formal communications channels. * Team-building is generally an activity that helps work groups set goals, develop positive interpersonal relationships, and clarify the roles and responsibilities of each team member. Whereas team-building focuses on helping a work group become more cohesive, intergroup development attempts to achieve the same results among different work groups. That is, intergroup development attempts to change attitudes, stereotypes, and perceptions that one group may have toward another group * Why do people resist organizational change? The main reasons include uncertainty, habit, concern over personal loss, and the belief that the change is not in the organization’s best interest *