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首页> 外文期刊>Engineering Management Journal. >Motivation and Stakeholder Acceptance in Technology-driven Change Management: Implications for the Engineering Manager
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Motivation and Stakeholder Acceptance in Technology-driven Change Management: Implications for the Engineering Manager

机译：技术驱动的变更管理中的动机和利益相关者的接受：对工程经理的启示

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摘要

In this case study, we explore the dynamics of change management and organizational effectiveness. The experiences of a government agency with oversight authority in implementing a major technology initiative are discussed. The introduction of change is frequently met with resistance, especially if that change involves a re-engineering of basic work processes. Research suggests that employee motivation and morale in the face of major change initiatives can be impacted by leadership style. The normative decision model outlines how situational variables such as communication patterns, timing, and perceived need for change alter the level of participative decision making required for employee acceptance. Organizational change management strategies that include clear communication plans and training will meet with higher levels of employee satisfaction and acceptance. This article explores the application of theory in practice. Change management procedures are evaluated from the perspective of lessons learned. Knowledge about this change effort in the form of lessons learned offers insight that may prove useful to engineering managers faced with managing technology-driven change in organizations with high percentages of employees with non-technical backgrounds.
机译：在本案例研究中，我们探索了变更管理和组织有效性的动态。讨论了具有监督权限的政府机构在实施重大技术计划方面的经验。引入变更经常会遇到阻力，特别是如果该变更涉及对基本工作流程的重新设计。研究表明，面对重大变革计划时，员工的积极性和士气会受到领导风格的影响。规范决策模型概述了诸如交流模式，时间安排和感知的变更需求之类的情境变量如何改变员工接纳所需的参与性决策水平。包括清晰的沟通计划和培训在内的组织变革管理策略将使员工的满意度和接受度更高。本文探讨了理论在实践中的应用。从汲取的教训的角度评估变更管理程序。以汲取的教训的形式对这种变革努力的了解提供了见解，这些见识对于工程管理人员来说非常有用，因为他们面临着在具有非技术背景的高比例员工中管理由技术驱动的变革的组织。

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