Research On The Integration Mode Of Organizational Change Method And Change Content

As an open system,organizations need to constantly interact with the external environment,facing complex and turbulent environment.The original stability and balance of organizations can not meet the requirements of the new situation changes,so they must carry out organizational change.As a result,many enterprises have launched reforms "aggressively",but only a few of them have achieved success,and the vast majority of them have failed or were unsatisfactory,which has aroused widespread concern and continuous exploration in the theoretical and practical circles.According to relevant literature research,despite the guidance of many organizational change theories and methods,enterprise managers are at a loss.Therefore,an effective organizational change integration model is needed to guide practice.The integration model of organizational change refers to the matching of the methods adopted by organizational change with the content or process of organizational change activities,so that the expected results can be achieved.At present.There are a lot of researches on organizational change methods.Scholars have put forward many change system management methods focusing on the micro organization and many change management methods focusing on the macro organization.The alternative change methods for a specific change activity are not unique.There are relatively few and scattered studies on which change method is more effective,especially for the comparison of change performance matchingbetween different organizational change methods and organizational change activities.According to whether employees participate in the decision-making of organizational change,this paper divides the methods of organizational change into top-down change and bottom-up change;according to whether organizational change activities focus on organizational process or individual behavior of employees,it is divided into organizational structure change and people-centered change,and puts forward four combinations of two change methods and two change activities.According to the cognitive theory,social exchange theory and cognitive dissonance theory,this paper puts forward the research hypothesis: for the change of organizational structure,the effect of top-down change on organizational change performance is more significant than that of bottom-up change;for the change centered on people,the effect of bottom-up change on organizational change performance is more significant than that of top-down change.In this paper,246 valid samples are collected through questionnaire survey,and data analysis is carried out to test the research hypothesis.SPSS is used to analyze the variance,correlation and regression of the research variables,which verifies the research hypothesis of this paper,that is,for organizational structure change,top-down change has a greater positive impact on organizational change performance than bottom-up change;for people-centered change,bottom-up change has a greater positive impact on organizational change performance than top-down change.The contribution of this paper lies in that,in the aspect of organizational change theory,the research on the relationship among the methods,contents and results of organizational change puts forward a new perspective,which makes a useful supplement to the theoretical model of organizational change;in the aspect of practice,the conclusions of this study can be used for reference in the organizational change of enterprises in China.