本文選題：組織變革能力 + 變革型領(lǐng)導(dǎo)力　； 參考：《上海交通大學(xué)》2014年碩士論文

【摘要】：“變革”是當(dāng)代中國社會(huì)發(fā)展的趨勢,尤其是中國的中小型房地產(chǎn)企業(yè),在不斷變化的社會(huì)環(huán)境中,變革已不僅僅是發(fā)展的需要,而是維持生存的必然選擇。在行業(yè)整體衰退的大背景下,ZJ房地產(chǎn)公司也遭遇到了前所未有的挑戰(zhàn),銷售市場的不景氣已經(jīng)讓企業(yè)的發(fā)展舉步維艱,而各銀行針對(duì)性的金融政策更是釜底抽薪,公司的日常運(yùn)營也因此受到了極大的影響。在這樣的市場背景下,ZJ房地產(chǎn)公司在2012年總經(jīng)理更替之后,于2013年4月開始了大范圍的組織變革,一年半的時(shí)間過去了,組織變革的成效如何?變革中出現(xiàn)了哪些問題?變革后的組織是否還保有健全的機(jī)體?這些就是本文所研究的問題。為了準(zhǔn)確地判斷ZJ公司組織變革的效果,本研究采用訪談結(jié)合發(fā)放調(diào)查問卷的方式,對(duì)在職的7個(gè)部門的65位員工進(jìn)行了調(diào)查,通過對(duì)部分員工的訪談,研究發(fā)現(xiàn)在為期18個(gè)月的組織變革后,ZJ房地產(chǎn)公司經(jīng)營狀況較變革前更加不容樂觀:員工對(duì)企業(yè)的忠誠度下降,工作倦怠狀況上升,對(duì)組織授權(quán)及領(lǐng)導(dǎo)者的領(lǐng)導(dǎo)力都表現(xiàn)出較為明顯的疑慮。是什么原因造成了組織變革階段性的“失敗”呢?為解答這一問題,本研究引入JudgeDouglas(2009)提供的“組織變革能力”(OCC)多維度評(píng)價(jià)工具,從能力的視角對(duì)該問題進(jìn)行分析,該量表包括8個(gè)維度,分別是:值得信賴的領(lǐng)導(dǎo),有信任感的下屬,能力突出的標(biāo)兵,有效的中層管理者,創(chuàng)新型文化,負(fù)責(zé)任的文化,有效的溝通和系統(tǒng)思考。通過調(diào)查數(shù)據(jù)的分析,我們發(fā)現(xiàn)其中三個(gè)維度的指標(biāo)呈現(xiàn)明顯的偏離,它們是:值得信賴的領(lǐng)導(dǎo),負(fù)責(zé)任的文化,有效的溝通。這樣的結(jié)論并不讓人完全滿意,為了進(jìn)一步研究ZJ公司的組織變革能力,本文同時(shí)引入了“變革型領(lǐng)導(dǎo)”、“心理授權(quán)”、“組織承諾”及“工作倦怠”四個(gè)量表分別對(duì)應(yīng)于“值得信賴的領(lǐng)導(dǎo)”,“負(fù)責(zé)任的文化”及“有效的溝通”進(jìn)行分部門,分職級(jí)的深入研究。研究結(jié)果表明,由于企業(yè)組織變革能力的不足,已經(jīng)造成公司的“工程部”及“人力資源部”組織效能低落,組織結(jié)構(gòu)脆性增長明顯,需要盡快對(duì)這兩個(gè)部門進(jìn)行整合或重組。針對(duì)以上研究成果,本文提出的相應(yīng)的解決方案是:將組織變革模式由激進(jìn)式調(diào)整為漸進(jìn)式;增強(qiáng)組織變革能力;通過管理外包的方式對(duì)企業(yè)組織架構(gòu)進(jìn)行整合。文章的最后,對(duì)組織變革能力的未來研究方向進(jìn)行了展望。
[Abstract]:"change" is the trend of contemporary Chinese social development, especially the small and medium-sized real estate enterprises in China, in the constantly changing social environment, change is not only the need of development, but also the inevitable choice of survival. Against the backdrop of the overall recession in the industry, ZJ Real Estate Company has also encountered unprecedented challenges. The slump in the sales market has already made the development of enterprises difficult, and the targeted financial policies of various banks have even taken root. As a result, the company's daily operations have been greatly affected. In such a market background ZJ real estate company in 2012 after the general manager turnover, in April 2013 began a large-scale organizational change, a year and a half, how effective organizational change? What are the problems with change? Does the transformed organization still have a healthy body? These are the problems studied in this paper. In order to accurately judge the effect of organizational change in ZJ Company, 65 employees in 7 departments were investigated by means of interviews and questionnaires, and some of the employees were interviewed. The study found that the operating status of ZJ real estate company after 18 months of organizational change was less optimistic than before: employees' loyalty to the enterprise decreased and job burnout increased. There are obvious doubts about organizational delegation and leadership. What is the reason for the "failure" of organizational change phases? To answer this question, this study introduced the "organizational change capability" (Occc) multi-dimensional evaluation tool provided by Judge Douglas 2009, and analyzed the problem from the perspective of competence. The scale consists of eight dimensions, namely: trusted leadership. Trusted subordinates, capable role models, effective middle managers, innovative culture, responsible culture, effective communication and systematic thinking. Through the analysis of the survey data, we find that the indicators of three dimensions are obviously deviated. They are: trustworthy leadership, responsible culture, and effective communication. This conclusion is not entirely satisfactory. In order to further study the organizational change capability of ZJ Company, this paper also introduces "transformational leadership", "Psychological empowerment". "organizational commitment" and "job burnout" correspond to "trusted leadership", "culture of responsibility" and "effective communication" respectively. The results show that the organizational efficiency of the engineering department and the human resources department of the company is low due to the lack of the ability of organizational change, and the brittle growth of the organizational structure is obvious, so it is necessary to integrate or reorganize the two departments as soon as possible. In view of the above research results, the corresponding solutions proposed in this paper are: to adjust the organizational change model from radical to progressive; to enhance the ability of organizational change; to integrate the enterprise organizational structure through the way of management outsourcing. Finally, the future research direction of organizational change ability is prospected.
【學(xué)位授予單位】：上海交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F272.92;F299.233.4

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