OrganizationalChangeProcessesinChina;Program(1);Program(2);BasicsofChange;CurrenttrendsinChina; “Organizationsthatareabletoconductchangesfasterandmoreeffectivelythantheircompetitorshavebetterchancestosurvive.”;WTOandChina;Consequences?;IssuesinChinesebusiness;FundamentalIssuesinOrganizationalChange;TypesofChange;Twowaysofchanging;DimensionsofChangePrograms;SmallversusLargeScale;Responsestochange;Coreprinciples(1)
(Howtomakeitwork);Coreprinciples(2)
(Howtomakeitwork);Coreprinciples(3)
(Howtomakeitwork);Coreprinciples(4)
(Howtomakeitwork);PhasesofaChangeProgram;GoalsCultureStructureTechnology
BehaviourProcesses;
Internal/external
pressure/demands
leading
tochange;;;Structure;Box1:Goalsandmethods;Box2:InternalStructure(Tasksauthorities);Box3:Knowledgeandskills;Box4:Stakeholders;Box5:Decisiontaking;Box6:Autonomy;Box7:OrganizationalClimate;Box8:Co-operation;Box9:Attitude;ManagementEffectivenessAnalysis;;VisionandStrategy;DesigningaChangeProgram;Change
Competence
Infrastructure;CompetingValuesFramework:OrganizationalEffectiveness
(Quinnmodel1);;4conditionsforchangingbehaviour;Roll-outchange;GroworProcessChange;DynamicsofChange;TypesofLoss;SignsofResistance;SignsofResistance;PhasesofTransition;Phasesinmourningprocess;ReactionstoOrganizationalChange(1);ReactionstoOrganizationalChange(2);Howtohandlethesereactions?(1);Howtohandlethesereactions?(2);Do’sandDon’ts:
(SomegeneralBasicguidelinesforeffectiveChange);Do’sandDon’tsinPreparation;Do’sandDon’tsinPlanning;TransitionStructures;Do’sandDon’tsinImplementation;Do’sandDon’tsinImplementation(continued);TheConsultant;Rolesoftheconsultant;SkillsoftheConsultant;InternalvsExternal;ConsultantSelectingcriteria;Concl