3. Influencing factors of organizational change The unfolding and speed of organizational change are affected by two main types of factors, one is the force that promotes the reform, and the other is

3. Influencing factors of organizational change The unfolding and speed of organizational change are affected by two main types of factors, one is the force that promotes the reform, and the other is the force that hinders the reform. 1. Factors promoting reform. Changes in the organizational environment will inevitably promote organizational reform, and several environmental factors that have had a greater impact on organizations in recent years are themselves the main factors promoting organizational change. (1) Technological progress. Technological advances will drive organizational change. The problem now is that the speed of technological progress is getting faster and faster, and the speed of organizational reforms is also getting faster and faster. The development of technology is changing the nature of work at all levels in organizations. Simple, programmed work is being replaced by complex, non-programmed work. Innovation and creativity are becoming the most important management skills. All this will drive continuous change in the organization. (2) The product life cycle is shortened and the update speed is accelerated. Market demand continues to be personalized, scientific knowledge is rapidly accumulated, and technological progress is getting faster and faster. The direct consequence for enterprises is to accelerate the shortening of product life cycles, causing mature products to rapidly decline. In this context, companies must accelerate the process of product upgrading and shorten the product development cycle. Therefore, in order for an enterprise to continue to exist and develop, its organization must continue to improve and enhance its flexibility to respond promptly and effectively to rapid changes in the market environment. (3) Improvement of the quality of organizational members. The quality of members of modern enterprise organizations is much higher than that of manual workers. Their cultural level, education level, professional and technical knowledge, etc. have all been greatly improved. On the one hand, this is the inevitable result of social progress; on the other hand, it is the basic requirement for the increasingly knowledge-based work of enterprise organizations. After the quality of organizational members is improved, they will inevitably be required to participate more in the management affairs of the organization and participate in the organization's decision-making process. The original organizational structure was not designed to involve participation in management and decision-making. Therefore, organizational reform has become a naturally formed expectation of organizational members. 2. Forces that hinder organizational reform. Although organizational reform is beneficial to the survival and development of the organization, there are also many factors that promote reform. However, after all, organizational reform may have a greater impact, or even adverse negative impact, on the organization and individual's work and lifestyle. Therefore, there are forces that hinder or even resist organizational reform in any organization. To eliminate these forces that are not conducive to the further development of the organization, we must first recognize these factors. (1) Obstacles from organizational aspects. Since this article mainly discusses the relationship between employees and corporate change, organizational obstacles will be omitted. (2) Personal obstacles. Many personal characteristics and psychological factors can hinder organizational reform, such as habits, dependence, worries about the future, seeking security, economic factors, etc. Below I’ll break down the personal barriers: Habits. People always respond to stimuli according to their own habits. Once a habit is formed, it may become a source of satisfaction for a person. Human habits are stubborn, and attempts to destroy them will always be met with resistance. Organizational changes will change the procedures and methods that people are accustomed to, which will inevitably conflict with the habits of many organizational members and suffer resistance and destruction from people. dependency. Dependence and self-reliance are a pair of contradictions. Everyone's life is initially dependent on adults, which will form dependence. As a person grows up, dependence generally decreases and the belief in self-reliance gradually strengthens. If people do not develop a sense of self-respect and self-reliance, dependence on others will become a barrier to organizational change. People who lack self-reliance and are too dependent on others will resist organizational reform unless they get the approval of those they depend on and incorporate their behavior into their behavioral activities.