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对于中国来说,2008年的确是—个企业转型之年和变革之年。最近几个月,有很多大中型企业领导和各省市国资委负责人来和我约课,希望能听一听《变革管理》这门课程。可见,目前中国内外环境正在向各大企业提出非常严峻的挑战。《变革管理》这门课程在20世纪80年代才正式进入大学课堂,在此之前,世界各大学府几乎没有开设这门课程的惯例。它的涵盖面非常广,它和战略管理、组织行为学以及领导学都有着密切的关系。可以这样说,没有不造成企业不变革的战略,也不可能有不依托企业战略的变革;而且《变革管理》基本上是一门软性的课程,它非常强调在企业变革中的阻力和助力,这就和组织行为学和领导学有着极深的联系。
For China, 2008 is indeed a year of corporate transformation and a year of change. In recent months, many leaders of large and medium-sized enterprises and leaders of SASACs in various provinces and cities have come to attend classes with me in the hope that they can listen to the course “Change Management.” It can be seen that the Chinese and foreign environments are presenting very serious challenges to major companies. The course “Change Management” was not officially admitted to the university classroom until the 1980s. Prior to this, almost all universities in the world did not have the practice of setting up this course. Its coverage is very wide. It has a close relationship with strategic management, organizational behavior, and leadership. It can be said that there is no strategy that does not cause the enterprise to fail to change, nor does it have the ability to change without relying on the company’s strategy; and “Change Management” is basically a soft course, and it places great emphasis on the resistance and assistance in corporate transformation. This has a deep connection with organizational behavior and leadership.