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Executive summary执行摘要
本报告的目的是以CUT为研究对象，探讨如何运用组织发展理论来解决组织发展过程中的问题，从而为组织发展的人力资源管理战略做出正确的决策。组织发展使组织更开放，更乐于接受创造性的思想，促进组织成员之间的相互理解，缓解成员之间的紧张关系，提高团队合作。通过对切口的分析，可以看出它在员工沟通与合作、组织活力、员工的工作积极性和对工作的承诺等方面存在较大的问题，在组织发展理论的基础上，可以帮助它解决管理中的问题，突破发展的瓶颈。笔者作为一名实践者，提出了对企业发展的干预，包括人力资源管理资源干预、人际干预、战略干预、技术结构干预等。通过这四个方面的干预措施，可以有效地帮助企业提高员工满意度和客户满意度，从而提高财务收入，获得可持续发展的潜力。
The aim of this report is to take The Cut as the research object to discuss how to use the theory of organizational development to solve the problems in the process of organizational development, so as to make correct decisions for human resources management strategies for the organizational development. Organizational development makes an organization more open and more receptive to creative ideas to promote mutual understanding among members of the organization, which alleviates the tension of the members and improves teamwork. Through the analysis of The Cut, it can be seen that it has larger problems in staff communication and cooperation, organizational vitality, staff's work enthusiasm and commitment to work, on the basis of the theory of organizational development can help it to solve the problems in management to break through the bottleneck of development. The author as a practitioner put forward interventions for the organizational development of The Cut, including human resources management sources interventions, interpersonal interventions, strategic intervention, technostructural interventions. Through these four aspects of intervention measures, it can effectively help The Cut to improve the employee satisfaction and customer satisfaction, and thus enhancing the financial income to obtain the sustainable development potential.
Key words: organizational development; The Cut; human resource management; communication strategy关键词：组织发展；切入点；人力资源管理；沟通策略
Table of Content
1.0 Introduction................................................................................................................................3
1.1 Organizational development and planned change..................................................................3
1.2 Aims.......................................................................................................................................4
1.3 Scope of report.......................................................................................................................4
2.0 The current situation and the desired future state of The Cut..............................................5
2.1 The current situation..............................................................................................................5
2.2 The desired future state..........................................................................................................5
3.0 The proposed change process....................................................................................................6
3.1 The entering and contracting process.....................................................................................6
3.2 Diagnosis................................................................................................................................6
3.3 Preparation for organizational development..........................................................................7
3.4 Intervention measures............................................................................................................9
3.5 Evaluation...........................................................................................................................12
4.0 Conclusion.................................................................................................................................13
References.......................................................................................................................................14
1.0 Introduction
1.1 Organizational development and planned change
Organizational development refers to a process that is planned to cover an entire organization and is controlled by the high-level management of the organization at the same time (Shatrevich, 2014, p.871-878). It takes improving organizational efficiency and vitality as the aim, by using behavioral scientific knowledge and through the implementation of a planned intervention in an organization to carry out the process (Shimoni, 2017, p.169). Organizational development is a systematic process of data collection, diagnosis, behavior planning, intervention and evaluation, and it is committed to enhancing the coherence between organizational structure, processes, strategies, people and culture to develop new creative solutions to organizational issues, as well as develop the organization's self-renewal capacity (Azma and Mostafapour, 2012, p.102). This is achieved through the cooperation between members of an organization and the cooperation between the organization and the change promoters who make use of behavioral science theory, research and technology.
The role of organizational development theory in organizational management includes: it makes an organization more open and more receptive to creative opinions; it promotes mutual understanding among members of an organization; it reduces the tension of the members of an organization to improve group collaboration (Shimoni, 2017, p.165). In short, organizational development helps to resolve organizational bias through effective communication between members of an organization.
Organizational development theory emphasizes that an organization should have a democratic atmosphere and it should allow emotional expression; it encourages innovation and the individuals have ownership, which is difficult for most public organizations to achieve (Azma and Mostafapour, 2012, p.106). In addition, the theory of organizational development criticizes the bureaucratic management and weakens the influence of the power of leadership. In practice, the influence of the power of leadership is still can not be ignored leadership.
Planned change is through the systematic study of the organizational structure of enterprises to formulate ideal reform programs, and then combined with the focus of work of various periods to be implemented step by step.
From the perspective of discussing organizational members' attitude in organizational change, Lewin (1991) put forward the theory that organizational change experiences the three stages of thawing, changing and freezing. First, it must change the attitude of the members of an organization. Thawing is stimulating individuals or groups to change their original attitudes, by changing people's habits and traditions and encouraging people to accept new ideas. Second, change is through the recognition and internalization, etc., so that members of an organization form a new attitude and accept new behavior. Finally, freezing refers to the use of the necessary reinforcement methods to allow the finally accepted and integrated, desired new attitude and behavior to be maintained for a long time and become a permanent part of personal character.
Lewin’s organization change model has the advantage of providing management with an effective idea of how organizations can change, allowing management to understand the factors that promote and hinder organizational change and the relationship between the two kinds of factors (Azma and Mostafapour, 2012, p.104). The downside is that it fails to provide some details of organizational change, such as the timing of change, how the change adapts to the external environment, how to evaluate whether change is successful, and so on (Shimoni, 2017, p.170).
1.2 Aims
The purpose of this report was taking a restaurant named The Cut as a research object to explore how to use organizational development theory and change model to solve the problems that The Cut encountered in the process of organizational change and to develop a correct human resource management strategy for the planned change of the restaurant.
1.3 Scope of report
The structure of this report includes four parts, the first part is the introduction part which describes the research background and purpose of this report. The second part introduces the current organizational state and its desired future state of the restaurant. The third part describes the proposed change process of The Cut. The last part summarizes the full text.
2.0 The current situation and the desired future state of The Cut
2.1 The current situation
The current problems include the following three aspects. First, the tense relationship between the employees of The Cut led to low employee satisfaction, which was reflected in a lack of sufficient communication and cooperation between the employees, more and more conflicts between the employees, a lack of timely and fair solution to these problems. Second, there was a lack of vitality in the organization, there was not a harmonious relationship between the employees and the management, the employees were reluctant to recommend to the management on the improvement of the restaurant. Finally, there was a lack of work enthusiasm of the staff, the unreasonable arrangements of job responsibilities made the staff very confused about what they should do at work, the staff failed to get enough trust from the management and they was not authorized at work, coupled with a lack of adequate training opportunities, they could not see their personal career prospects. |
