试论探路者型组织发展实施者及其过程干预  

Study on Organization Development Practitioners and Their Process Intervention

作　　者：毛文静[1] MAO Wen-jing(Finance and Economics Institute of Inner Mongolia,Hohhot Inner Mongolia 010070,China)

机构地区：[1]内蒙古财经大学,内蒙古呼和浩特010070

出　　处：《技术经济与管理研究》2018年第4期54-60,共7页Journal of Technical Economics & Management

基　　金：国家社会科学基金一般项目(17BMZ115)

摘　　要：文章基于文献资料和已有研究成果,对组织发展、组织发展实施者及过程干预进行了较为系统的研究。文章通过定性分析方法,首先阐述了组织发展的概念与内涵,提出组织发展是一门应用行为科学知识对组织进行有计划干预的新兴学科,目的是促进组织和员工共同完善,文章据此展开对组织发展实施者类型的探究,得出探路者型实施者注重以人为本和员工参与变革,是现代组织发展的实践者和引领者,要实施过程干预的基本结论,提出过程干预的本质是对员工工作和决策过程施加影响,将员工吸纳到问题解决中,采取试探与询问、倾听、表达感受、给予支持、共享领导权、提供结构性建议等手段,并从领导行为、薪酬政策、文化氛围、组织结构等方面的变革来构建保障体系,以期实现提高现代管理者素质和促进组织发展的目的。This paper studies systematically organization development袁organization development practitioners and the process intervention based on the literature and the research results.Through qualitative analysis袁this paper first expounds the concept and connotation of organizational development袁and puts forward that organizational development is a new subject that applies behavioral science knowledge to intervene the organization in a planned way in order to promote organization and staff袁and then to explore the types of the organization development practitioners.It is concluded that path-finder practitioners focus on people orientation and making employee take part in change.Path-finder practitioners are the leader of the modern organization development袁and should implement process intervention.The paper proposes the essence of process intervention is to exert influence on process of employees works and decision袁to absorb the staff into problem solving process.Process intervention must take the means袁such as inquiring袁listening袁expressing feelings袁supporting袁sharing leadership袁providing structural advice and other means袁and should build security systems through changing leadership behavior袁pay policy袁cultural袁organizational structure.The objective of the paper is to improve the modern managers quality and promote organizational development.

关 键 词：组织发展 过程干预 管理创新 竞争优势 

分 类 号：F272.92[经济管理—企业管理]