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Research on the resistance factors of organizational reform of public organizations
Abstract: With the development of economic globalization and the rapid change of environment, change has become the primary task of organizations and the necessary process of sustainable development.
However, various obstacles in the process of change lead to many organizational changes that cannot achieve the expected results or even fail.
It is very important for public organizations to understand the reasons for the failure of reform and take corresponding countermeasures.
Keywords: * * organizational change, sustainable development resistance
First, the meaning of resistance to change in public organizations.
The reform process of public organizations is a process of breaking the old and establishing the new, which will naturally face the contest between power and resistance.
Resistance in organizational change refers to the restrictive force that people oppose, hinder or even resist change.
There are many sources of organizational change, and the existence of resistance means that organizational change cannot be smooth sailing, which requires managers in the organization to analyze the factors of organizational change resistance, formulate change plans, deal with management countermeasures, and promote the smooth progress of change.
Second, the performance of public organizations in resisting change.
1. Individual resistance
(1) Inherent working methods and behavior habits
Everyone in life has his own habits, and employees in the organization also have their own inherent working methods and behavior habits. The behavior habits gradually formed by employees at work are relatively stable and not easy to break. Change means breaking one's own inertia, and employees will certainly not adapt to it, nor will they easily accept it at once, so organizational change will inevitably be resisted by employees.
(2) The need for employee employment security leads to fear of the unknown.
Organizational change is the change and innovation of the organization itself. The introduction of some new mechanisms or technical machines will cause some people to lose their jobs, and employment is the foundation of people's livelihood. Employees will need employment security to protect their lives. People with high safety requirements or those who will lose their jobs due to technological progress will resist change.
This will also make people panic. Fear of the unknown is human nature. Everyone likes stability and doesn't like adventure.
(3) the lack of personal ability of employees
The change will introduce new ideas, new technologies and equipment, and the organizational structure will be adjusted, which will challenge the existing working ability of employees. In the face of organizational change, employees' working ability may not adapt to the changing organization.
2. Group resistance
(1) The influence of interpersonal relationship adjustment
The influence of interpersonal relationship adjustment is a general resistance of groups to change.
The reform of public organizations will change the inherent relationship structure of organizations, and the original interpersonal relationship of groups will be destroyed by the reform.
The existence of informal groups makes the adjustment of interpersonal relationships in the organization need a slow process. Before the formation of new interpersonal relationships, there will be frictions and conflicts among members of the organization, which will cause resistance to change.
(2) the conflict between change and group interests
Change may cause the loss of group interests and conflict with group interests.
The interest groups in the organization value the influence of change on their group interests most. Interest groups are formed because of some * * * same interests or goals, in order to achieve the same goals. Naturally, they are worried that organizational change may affect their interests and hinder the change.
3. Organizational resistance
Constraints of organizational structure
The inherent structure of an organization and its norms are stable and inertial, and the change of organizational structure will break the original functional institutions and reduce the organizational level.
Breaking the stability of organizational structure and touching the interests and rights of some employees, the standardization of organizational structure will become the resistance of organizational change itself.
(2) The threat to the existing relationship between responsibility and rights and the allocation of resources.
Organizational change will inevitably destroy the existing responsibilities and rights in the organization, and resources will be redistributed. Employees, groups and managers who control resources and power will regard organizational change as their own threat, and they will be afraid and worried about the distribution of resources and power after future changes, so they will try their best to prevent the occurrence and progress of changes.
(3) the resistance of organizational culture
Once the organizational culture is determined, it is difficult to change and stabilize it in the organizational system. In any organizational system, there are different degrees of interdependence and containment between internal departments and between organizations and the outside.
The cultural change of one subsystem will inevitably affect the change of other systems, so if the change of one subsystem is unsuccessful, it will naturally lead to the failure of other subsystems.
4. Resistance of external environment
(1) Lack of competitive market
If the external environment market lacks competitiveness and motivation, the members of the organization will have no motivation and pressure, and they will have a comfortable mentality, which runs counter to the goal of advanced organizational change and the pursuit of competitiveness, and restricts the process of organizational change.
(2) the public opinion and action of the society
The influence of external public opinion is enormous and far-reaching.
The whole society has formed a public opinion on change, and may even take action to promote or hinder organizational change.
If public opinion does not support or even resist, then organizational change will be difficult or even impossible, resulting in ineffective change.
Thirdly, the management countermeasures of the resistance of public organization reform.
(A) attach importance to leadership support and leadership participation
Any organizational activities and changes need the management and support of senior leaders. For organizational change, leaders should make scientific and reasonable plans and decisions, participate in them with words and actions, and support them with sufficient material resources.
Good leadership decision-making is the key to the success of organizational change. Leaders' full attention and participation can also mobilize the enthusiasm of organizational change, enhance the motivation of change and reduce the resistance of change.
(B) to strengthen communication with members
Communication is the foundation of management, and the management of organizational change resistance is no exception.
No matter what kind of change needs extensive recognition, it is very necessary to communicate effectively before the change.
First, we should reach a * * * understanding among top managers, then communicate with middle managers and grass-roots employees, and finally communicate effectively with people who have certain influence and strongly resist organizational change, so as to urge them to agree with the change.
(3) Education and training
Members' lack of understanding of change and their own ability hinder the process of change. In order to solve these problems, members should be properly educated and trained.
Education and training can manage the resistance to organizational change and reduce it.
The objects of education and training include employees, managers and those who strongly resist or disagree with organizational change.
(D) the innovation of organizational culture
Organizational culture is the same cognitive and behavioral norms and values of organizational members.
Organizational change is a series of changes to organizational structure and procedures, including organizational culture. If the old and conservative organizational culture hinders the process of organizational change, it is necessary to re-establish an innovative and flexible organizational culture to match the organization, so that organizational change can be carried out more stably.
Conduct extensive benchmarking.
Benchmarking learning means that enterprises take the management and operation mode of first-class enterprises as the benchmark, compare their own performance with it, learn the model of benchmarking enterprises, and continuously improve their performance.
In the transformation of learning objects, the Group continued to carry out all-round and three-dimensional benchmarking activities and cultivated the organization into a learning public organization.
Four. conclusion
In today's world, the environment is complex and changeable. For public organizations, change is inevitable, and change has become a behavior and way of sustainable development of organizations.
Resistance in change is inevitable. Individuals and organizations will form resistance to organizational change. The key is to overcome difficulties, eliminate all kinds of factors that hinder change as much as possible, and manage change scientifically.
As long as we can scientifically and objectively analyze the resistance, find management countermeasures and take actions to weaken the resistance, so that the change can be carried out steadily and orderly, then public organizations can successfully achieve the goal of organizational change and realize the strategic goal of organizational sustainable development.
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