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УДК 334.8
THEORIES OF ORGANIZATIONAL DEVELOPMENT AND CHANGE MANAGEMENT IN INTERNATIONAL BUSINESS
Chen Jing Scientific supervisor - E.V. Sumina
Reshetnev Siberian State University of Science and Technology 31, Krasnoyarskii rabochii prospekt, Krasnoyarsk, 660037, Russian Federation
E-mail: 17303396762@qq.com
The development of modern organizations in international business is associated with an unprecedented competitive environment and the development of a difficult economic situation in the future. Businesses often have to achieve improvements and new goals through internal changes in order to adapt to changes in the market. The key to the success of strategic change is the management of the change process. Any change management process includes the high skills of enterprise management.
This paper points out the problems existing in the current management in the organizational development and change management and the reasons for the lag, and puts forward the countermeasures to solve them.
Keywords: organizational development, change management, international business.
ТЕОРИИ ОРГАНИЗАЦИОННОГО РАЗВИТИЯ И УПРАВЛЕНИЯ ИЗМЕНЕНИЯМИ
В МЕЖДУНАРОДНОМ БИЗНЕСЕ
Чэнь Цзин Научный руководитель - Е.В. Сумина
Сибирский государственный университет науки и технологий имени академика М. Ф. Решетнева Российская Федерация, 660037, г. Красноярск, просп. им. газеты «Красноярский рабочий», 31
E-mail: 17303396762@qq.com
Развитие современных организации в международном бизнесе связано с беспрецедентной конкурентной средой и развитием сложной экономической ситуации в перспективе. Предприятиям часто приходится достигать улучшений и новых целей за счет внутренних изменений, чтобы адаптироваться к изменениям на рынке. Ключом к успеху стратегических изменений является управление процессом изменений. Любой процесс управления изменениями включает в себя высокую квалификацию управления предприятием. Указываются проблемы, существующие в области организационного развития и управления изменениями, а также причины отставания, а также выдвигаются контрмеры для их решения.
Ключевые слова: организационное развитие, управление изменениями, международный бизнес.
Секция «Проблемы и перспективы международной интеграции в современном бизнесе»
At present, with the globalization of economy and the diversification of competition means, enterprises are facing more complicated and changeable environment, and they are feeling more and more fierce competition and challenges than ever before. In this era of rapid changes in the market, enterprises undoubtedly need to pay more attention to strategic management than before. When the current strategy cannot adapt to changes in the environment, they need to make timely changes and implement strategic adjustment and transformation.In most cases, the failure of the enterprise's strategic change is not due to the bad strategy itself, but due to the poor implementation of the change strategy.[1]Therefore, the key to the success of the strategic change is the management of the change process. The essence of change management is the change of people's behaviors, thoughts and habits. Any change management process includes the high skills of personnel management. Therefore, it is especially important to analyze the functions and roles of human resources management in the strategic change management.
Organizational change refers to a systematic process in which an enterprise changes the initiation, execution and sustainability of its strategic content in order to win a sustainable competitive advantage, according to the changes that have occurred or are predicted to occur or want to occur in its external environment or internal situation, adhering to the principle of dynamic coordination and coherence among environment, strategy and organization, and involving simultaneous and supportive changes of various factors within the enterprise organization.
How to guide employees to recognize changes, accept changes and promote changes in strategic changes, so that organizations can add vitality to changes and avoid the rocks of change crisis is not only the concern of enterprise leaders, but also the responsibility of human resources managers. Once an enterprise decides to implement a new strategy, it means that the enterprise will readjust and allocate its own resources, and make clear how to better select, use, retain and cultivate talents under the strategic changes of the enterprise.[2]It is also necessary to reposition human resources, adjust and improve personnel recruitment, training, performance appraisal and salary management mechanisms, correctly handle the psychological crisis of employees under the change, and realize the consistency and balance in the change environment in terms of corporate culture construction, organizational structure and rules and regulations, so as to coordinate and interact with each other. In this sense, the strategic change of an enterprise necessarily requires the enterprise to adjust or even rebuild on the basis of the original human resources management.
Successful organizational change requires managers to actively utilize human resources. Here are eight basic activities of organizational change:
First,Create an urgent atmosphere for employees. A key responsibility of change leaders is to establish a sense of urgency, and need to carefully examine the reality and pressure in the market and competitive areas, and recognize the crises and opportunities. Face them frankly.
Second,Establish a leadership alliance. Establishing a leadership alliance refers to organizing a group and giving it sufficient power to lead the change[3].
Third,Construct a vision and strategy. Formulating a vision and strategy helps to guide the direction of the change. This process involves determining the ideal and expected state to be achieved after the change is implemented.
Fourth,Communicate the vision of the change. Use all possible avenues and opportunities to discuss and strengthen the vision and strategy to arouse people's interest.
Fifth,Authorize.This means removing obstacles to success, including those restrictive structures and institutions that cannot provide support.
Sixth,to obtain short-term benefits.Plan and achieve some small victories so that everyone can see progress.
Seventh,Consolidate the achievements of reform and deepen the reform. Using increasing credibility to change structures, policies and systems that do not fit in with the vision plan and embedding the method of change in the organizational culture.
References
1. Wang Shanshan. On the organizational change of modern enterprises. Shanxi Agricultural Economics, 2019,p14-15.
2. Pei Caixia. Research on the Impact of Job Insecurity and Leadership Change Management Behavior on Employee Innovation Behavior. Xiamen University, 2017.
3. Feng Guan. Research on Organizational Inertia Change Management. Liaoning University of Engineering and Technology, 2005.
© Chen Jing, 2020
