民办高校战略转型中组织惰性的表现与超越

Representation and Transcendence of Organization Inertia in the Strategic Transformation of Private Universities

借鉴组织行为学等学科相关组织惰性理论,从组织惰性的角度观测,民办高校战略转型中的惰性行为形成于高校自身自建立后不断取得的成功之中。在过去发展过程中越是有过非凡的成果,往往组织惰性越容易被引发。这种组织惰性的影响因素包括权力、校园文化、制度建设、资源配置四个要素。为超越战略转型发展中的组织惰性,民办高校应建立以校长为核心的领导团队,实施集权与分权柔性结合的管理制度,摒弃墨守成规、定势化的旧传统以重构创新包容的校园文化,实施柔性化管理以消除制度禀赋中的惰性行为,加大弹性资源的投入,合理选择、预留闲置资源以提高战略转型的灵活度。

Viewing from the organization inertia theory, which originates from organizational behavior scienceand other relevant disciplines, the inertia behavior in the strategic transformation of private universities has beenformed always accompanying the successive triumphs that the university has achieved after its own establishment.The greater its extraordinary fruits were in the past, the easier its organizational inertia would be induced. There arefour elements easily influenced by the organization inertia ： authority, campus culture, system construction, and resourceallocation. In order to transcend the organization inertia in the strategic transformation and development, privateuniversities should set up the leading team that centers around the president as the core, apply the flexiblecombination of power centralization and power separation, give up the out of date conventions so as to reconstructthe campus culture that is innovative and comprehensive, carry out the flexible management, and eliminate the inertiabehavior in the system. They should also invest more the elastic resources, choose reasonably, and reserve theidle resources so as to improve the dexterity of strategic transformation.