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Jingdong book

新职业锚:职位和工作角色的战略新规划

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埃德加·沙因是美国麻省理工学院斯隆商学院教授,世界百位最具影响力的管理大师之一,企业文化理论之父,企业文化与组织心理学领域的开创者和奠基人,国际上享有盛誉的组织文化大师。
《新职业锚:职位和工作角色的战略新规划》一书的主要目标,是帮助职场人士重新定义他们的工作角色,并帮助他们适应不断变化甚至有些动荡的工作环境;帮助企业管理者与人力资源实时改进工作规划以及进行工作诊断,并将这些变化传达给继任者。
湛庐文化出品。

Content Description

身处职场,你是否很难搞清楚一些利益相关者现在或未来对你的期望是什么?如果关键利益相关者对你的期望的总和已经远远超出了你的能力范围,你该怎么办?而如果两个或更多的利益相关者对你的期望互相冲突时,你又该如何抉择?《新职业锚:职位和工作角色的战略新规划》一书对于职场人士可能面临的三个困境,提出了角色模糊、角色超载和角色冲突的概念,并结合具体案例,给出了解决方案。
著名管理大师、组织文化奠基人沙因教授在本书中为读者如何构建职业生涯,如何面临职业挑战给出了明智的建议。书中分六步详细讲述了职位和工作角色的战略新规划,并提供了权威测试,以便读者对自己过去和现在的工作进行比较;并适当留白,让读者记录与自己目前工作相关的一些信息。这是企业管理者与人力资源必读的一本书。

Author Description

埃德加·沙因,美国麻省理工学院斯隆商学院教授,世界百位最具影响力的管理大师之一,企业文化理论之父,企业文化与组织心理学领域的开创者和奠基人,国际上享有盛誉的组织文化大师。在组织文化领域,他率先提出了关于文化本质的概念,业界公认“企业文化”一词是由他“创立”的,他还率先提出了职业发展、职业锚、过程咨询、强制性说服等概念。曾为苹果、花旗、宝洁、摩托罗拉、惠普、壳牌、DEC、国际原子能机构等知名企业做管理咨询。代表作有:《组织文化与领导力》《沙因组织心理学》《职业锚》《企业文化生存指南》等。
Comments

★从斯隆商学院毕业后,我被联合国派往非洲工作,要处理很多文化融合上的棘手问题,十分头疼,于是我就跑回斯隆请沙因教授出马,担任我的咨询顾问。有了他的帮助,问题迎刃而解。所以我一直特别感谢我的老师埃德加·沙因。
——联合国前秘书长 科菲·安南

Catalogue

序言 当组织快速变化,工作角色频繁转换时
前言 职位和工作角色规划该如何进行
01 从关键利益相关者到角色网络
02 职位和工作角色分析与规划的6大步骤
03 Step 1:盘点当前的职位和工作角色
04 Step 2:识别环境中的变化
05 Step 3:评估环境变化对利益相关者期望的影响
06 Step 4:确定环境变化对职位和工作角色的影响
07 Step 5:重新定义工作要求
08 Step 6:扩大战略性的职位和工作角色规划活动
09 让个体需求与组织需求保持一致
译者后记

Book Abstract

分析模糊、超载和冲突
关键利益相关者的期望确定后,你可能会注意到以下三个占主导地位的问题:角色模糊、角色超载和角色冲突。以下内容会为你如何处理这些情况提供一些指导性建议。
角色模糊
你首先会注意到:你很难搞清楚一些利益相关者现在或未来对你的期望是什么,这就是所谓的角色模糊。目前,角色模糊问题在组织中越来越普遍。
如果你正在经历角色模糊问题,可以有以下两种选择:
建立沟通渠道以减少模糊。与利益相关者交谈,让他们分享对你的期望或者主动将你的看法告诉他们,寻求他们的建议。
决定“与模糊共存”。观察利益相关者未来的行为,直到你能够把这些行为表现当作线索去理解他们想要的是什么。
显然,如果你能够获得“角色澄清”,那么第一种选择无疑是最佳的。然而,由于利益相关者可能并没有意思到自己的期望是不清晰的。因此,你必须采取主动。
角色超载
第二个问题就是角色超载,即你意识到关键利益相关者对你期望的总和已经远远超出了你的能力范围。
如果几个利益相关者不是同等重要,角色超载通常可以通过忽略不太重要的利益相关者的期望来应对。然而,这种应对方法往往会带来一些麻烦。因为,被忽略的利益相关者可能会对此产生一些消极反应。
角色超载的第二种应对方法是:通过满足利益相关者的部分期望来予以妥协。不幸的是,这可能会让他们产生“你足以胜任”的错觉。
实际上,应对角色超载最好的方法是与你的利益相关者沟通实际状况,让他们帮助你安排事务的轻重缓急。你需要厘清对他们而言什么是最重要的。有时候,这些利益相关者可能甚至都不知道自己对你的所有期望。一旦你告诉他们你已经超载,他们才能决定对其本人而言什么才是最重要的,或者他们才愿意授权你自己做出决策。
角色冲突
当你意识到两个或更多的利益相关者对你的期望互相冲突时,这就意味着发生了角色冲突。
角色冲突通常有三种表现形式:
你的上级所期望的与你的下属所期望的相冲突;
你的某个同事(利益相关者)所期望的与另一个同事(利益相关者)所期望的相冲突;
你的某个关键利益相关者所期望的与你的个人期望相冲突。
我们每个人都是自己工作的利益相关者,因为我们都有个人期望。通常,我们的本能决定了我们不需要任何理由就会去尽力实现自己的期望。这就容易使得我们在伦理道德和个人动机之间陷入两难境地。
在以上各种情况中,与利益相关者重新进行角色协商是很重要的,这有利于减少冲突所造成的情感损失。当然,这也意味着你必须找到一种方法与利益相关者进行沟通,让他们知道各自的期望是如何冲突的,这样就可以使得他们参与到协商中来或者授权你来解决冲突。反之,如果你未经沟通单方面地采取行动,就可能会产生一些消极的后果:比如,会导致某个利益相关者对你失望,或给他留下你不情愿或没有能力去实现他的期望的印象。
在角色超载或角色冲突中,会有一种特殊情况,那就是家庭或朋友的期望与工作的期望相冲突。这种“工作—家庭”超载和“工作—家庭”冲突正愈演愈烈,并且随着组织边界的模糊而日益严重。如果人们更多地选择在家工作,超载可能会减少。但是,在家工作的前提是现有文化可以充分理解员工平衡“工作—家庭”的责任和义务,而这一前提与当前人们对“组织—员工”关系的主流态度并不一致。解决这类问题,不仅需要理解组织未来的发展形势,而且需要与组织和家庭进行复杂的沟通与协商。最后,也需要对工作的文化性质进行改变。
完成了当前的职位和工作角色分析后,需要继续进行下一步:识别环境中的变化。
……
Introduction

大多数管理者和员工都一致认为,组织正在快速地发生变化,而且这种变化的速度越来越快。其中,最主要的变化就是,对职位或工作本身的定义变得越来越不清晰了。如果真像人们所推测的那样,减少层级、趋于扁平化和以项目为基础进行工作是大势所趋,那么大多数管理型、专业型和技术型的员工将会发现,他们自身的工作角色正处于频繁的转换当中。
职位描述(job descriptions)将会变得越来越不适用,原因是:(1)职位描述是为了营造和维持组织的稳定性而设计的;(2)职位描述对于职位和工作角色是如何相互联系的并没有进行充分的说明。鉴于此,我们需要如下动态的过程:
允许任职者重新定义他们不断变化的工作角色,并适应不断变化甚至有些动荡的环境;帮助主管和经理实时追踪组织中工作角色所发生的变化,并将这些变化传达给继任者。
本书中所描述的“战略性的职位和工作角色规划”正是这样一个动态的过程。书中讲述的所有活动指南和概念性材料都是根据《职业动力学:将个人与组织的需要结合起来》(Career Dynamics : Matching Individual and Organizational Needs)一书中首次公布的研究资料所撰写的。此后,这种动态方法就在各种类型的组织中开始广泛试用。
谁需要进行职位和工作角色规划
每个人都应该定期地评估自己的工作情况,确定自己的职业目标能否与行业市场状况、个人的长期规划保持一致。然而,下列几类员工尤其需要把职位和工作角色规划摆在优先考虑的位置。
正在经历变化的组织中,那些技术型、专业型和管理型的员工及主管;
被列入继任计划和(或)负责下属职业咨询的管理者;对工作职责不确定、困惑或接受了新任务的员工。
作为一名员工,职位和工作角色规划将帮助你:
理解你的工作所处的社会网络;确定你的工作要求和关键的利益相关者;增加你对于组织和组织动力学的理解;分析组织变革会给你造成的影响。
作为一名管理者,职位和工作角色规划将帮助你:
理解你的工作是如何影响你的下属的,以及他们对你的期望是什么;向下属解释清楚工作要素的动态性,并向他们说明如何为将来的工作做准备;将你本人和下属的工作与组织的使命和战略联系起来;进行更多、更有效的组织规划和人力资源规划。

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Brand Origin China

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