Becoming a Change Leader and Change Agent 成为变革管理的领导者和倡导者
Organization Development and Change Management
Certificate Program
《组织发展与组织变革管理证书课程 》
Sponsored by & Penn State University
本课程由中华英才网与宾西法尼亚州立大学共同举办
上世纪九十年代以来，企业所处的商业环境与
竞争环境发生根本性的变化：顾客需求瞬息万
变、技术创新不断加速、产品周期不断缩短、市
场竞争环境日趋激烈。一度曾享有掌握市场优势
的公司或企业，而今不知不觉地发现自己已经陷
身于激烈的市场战斗中，以便重新建立其优势，
重获市场占有率，有时甚至是在设法如何确保
其生存。
为了对这种生存与衰亡之间做出明确的抉择，
很多企业采取了各种途径：如购并、分散投资、
降低额外费用、压缩成本等一些合理化措施。
在目前的环境之下，若忽视了这些事，而以百年老店自居而屹立不动，必定会身陷危窘之境，更惶
论生存与发展。其实，在企业生命周期的每一个阶段，采取相应的人力资源管理策略，才是最根本
的应对策略。
本系列课程将为您系统介绍，作为企业变革的领导者的人力资源人员将如何组织并开展这次变革。
Schedule & Price
日程安排及报价
Purpose of this Certificate Program
课程的价值
Course 1: What Is Change Management and Organization Development? (1 day)
课程1: 什么是变革管理与组织发展（1天）
Course 2: Marketing, Selecting, and Designing OD Interventions (2 days)
课程2: 营销，选择和设计组织发展的引入（2天）
Course 3: Facilitating OD Interventions and Using Process Consultation (1 day)
课程3: 促进组织发展引入，使用流程诊断技巧（1天）
Course 4: Evaluating OD Interventions and Ensuring Effective Adoption (1 day)
课程4: 评估组织发展引入，确保实施效果（1天）
Dr. William J. Rothwell Profile
威廉·罗维博士简介
SCHEDULE日程安排：
时间：□ 七月四-八日 □ 十一月七-十一日 地点： 上海
Purpose of this Certificate 课程的价值
When business environment and competitive environment that enterprises were in changed fundamentally, in
order to make the clear choice and become feasible to this tough time, lots of enterprises adopt the corresponding
OD tactics, to set up its advantage again. This Certificate builds participants competence in organization
development and change management, guiding professionals in these fields how to solve problems in the
innovation.
The OD Certificate Program will provide these skills through required courses：
Compare themselves to the roles, competencies, and work outputs of effective Organization Development
(OD) practitioners.
Review and apply important models in OD and change management.
Design change effect and interventions.
Facilitate change effect and apply process consultation skills during interventions.
Evaluate the results of change effect before, during and after implementation.
在企业所处的商业环境与竞争环境发生根本性的变化时，很多企业采取相应的组织变革管理策略，
来重新建立其优势，重获市场占有率。而在国内众多的管理证书课程中，侧重在组织变革管理和发
展领域的并不多见。针对这种状况，本证书课程致力于培养参与者在组织架构发展和变革管理领域
的能力；指导企业的人力资源管理人员如何组织并开展变革。
学员修完OD证书课程将获得以下这些方面的技能：
针对企业内部的工作职责，胜任力，建立高效的组织架构发展小组
利用 OD 的理念来重新审视和应用组织架构模块
确定变革的效果和引入方式
促进实施变革，并使用咨询方法引入变革
评估在实施变革过程中各个阶段的成效
The program consists of four core courses：
What Is Change Management and Organization
Development? (1 day)
Marketing, Selecting, and Designing OD
Interventions (2 days)
Facilitating OD Interventions and Using Process
Consultation (1 day)
Evaluating OD Interventions and Ensuring
Effective Adoption (1 day)
课程由四大核心部分组成：
什么是变革管理与组织发展（1 天）
营销，选择和设计组织发展的引入（2 天）
促进组织发展引入，使用流程诊断技巧（1 天）
评估组织发展引入，确保实施效果（1 天）
课程名称 课程时间 费用/人
□ 什么是变革管理与组织发展 1天 USD480
□ 营销、选择和设计组织发展的引入 2天 USD900
□ 促进组织发展引入，使用流程诊断技巧 1天 USD480
□ 评估组织发展引入，确保实施效果 1天 USD480
(OD) Organization Development and Change Management Certificate Program
□ 全套《组织发展与组织变革管理证书课程》 共5天 总价USD2,340
Course 1: What Is Change Management and Organization
Development? (1 day)
什么是变革管理与组织发展（1天）
Overview 概述
How is change management defined? How is Organization Development (OD) defined?What roles,
competencies, and work outputs are produced by professionals in these fields? What important models guide
change efforts? This course addresses these important questions.
怎样定义变革管理？怎样定义组织发展？
该领域的专业人员承担怎样的角色、能力和工作表现？
应该用怎样的模块引导变革步骤？本课程将讲述以上的重要问题。
Purpose 意图
To define and distinguish change management and organization development, review the unique
competencies essential for success in OD today, and to examine important models to guide OD work.
定义区别变革管理与组织发展，回顾取得今日组织发展成功的关键能力，回顾引导组织发展工作的
重要模式
Objectives 目标
Upon completing this program, participants will:
Define change management and organization development (OD).
Review the competencies essential to success in OD and compare themselves to those competencies.
Examine 2 important, foundational models for OD work.
完成本课程，学员将能够：
定义变革管理和组织发展（OD）
回顾取得组织发展成功的关键能力，做自我评估
检查在组织发展工作中2个重要的基本模式
Outline 课程大纲
Introduction: An Overview of the Certificate Program and This Course
What Is Change Management and OD?
What Competencies Are Essential for Competent OD Practitioners, and How Do You Rate?
What Models Guide OD Work?
Conclusion
介绍：本课程及课程证书介绍
什么是变革管理和组织发展？
有效的变革管理实践者应具备怎样的能力，怎样为其定级？
用怎样的模型引导组织发展工作
总结
Course 2: Marketing, Selecting, and Designing OD Interventions
(2 days)
营销、选择和设计组织发展的引入（2天）
Overview 概述
What is the range of OD interventions are available for use? How do you market these programs internally,
making managers aware of them? How do you select appropriate interventions and then design them? This
course will address these questions. It will thus focus on marketing, selecting, and designing OD
interventions that range from interpersonal peacemaking and teambuilding to whole system change
conferences and large scale group events.
OD实用于怎样的范围？你怎样在内部营销这些项目，使经理们了解他们？你怎样选择正确的引入方
法，并如何设计它们？本课程将解决这些问题。它会侧重于营销，选择和设计组织发展的引入，从
关系协调、团队组建到整个体系变动的协调会及大规模的团体活动。
Purpose 意图
To introduce approaches to marketing, selecting, and designing OD interventions.
介绍营销，选择和设计组织发展活动
Objectives目标
Upon completing this program, participants will:
Describe how to meet with clients and discover their needs for change interventions.
Discuss ways to market OD interventions inside organizations.
Review the range of OD interventions available and discuss how to choose the right intervention(s).
Review ways to design and implement OD interventions.
完成本课程，学员将能够：
描述怎样约见客户，发现他们希望诉诸法律的需求
讨论用怎样的方法在公司内部“营销”组织发展活动
回顾组织发展活动实用的范围，讨论怎样挑选正确的组织发展引入方法
怎样设计、实施组织发展活动
Outline 课程大纲
Introduction: How Do You Assess Client Needs for OD Interventions?
Marketing OD Internally
Selecting OD Interventions
Designing OD Interventions
介绍：你怎样评估你的客户对组织发展活动干涉的需求？
内部营销组织发展
选择组织发展的介入
设计组织发展参与活动
Course 3: Facilitating OD Interventions and Using Process
Consultation (1 day)
协助开展组织活动，使用流程诊断技巧（1天）
Overview 概述
OD practitioners must use special approaches to facilitation during interventions. What is facilitation, and
what is unique about OD facilitation? What competencies are essential for facilitators? What is meant by the
term process consultation, and how does it apply to OD? Hear the answers to these important questions in
this course.
组织发展实践者必须在引入过程中使用特殊的技巧。什么是引导？在OD中的引导有什么特殊的？引
导者需要什么样的特殊技能？什么是流程诊断，它怎样被使用于OD中？您将在本课程中听到以上问
题的回答。
Purpose 意图
To introduce key issues in facilitating OD interventions and applying process consultation skills.
介绍引入组织发展运动和使用流程诊断的技巧
Objectives目标
Upon completing this program, participants will:
Define facilitation.
Review and practice approaches to facilitation used in OD interventions.
Define process consultation, distinguishing it from facilitation.
Review and practice approaches to process consultation.
完成本课程，学员将能够：
定义引导技巧
回顾练习OD运动中引导的技巧
定义流程诊断，区分它与引导技巧的区别
回顾练习流程诊断的方法
Outline 课程大纲
Introduction: What Is Facilitation?
How Is Facilitation Used in OD Interventions and What Competencies are Essential for Effective OD
Facilitators?
What Is Process Consultation, and How Is Process Consultation Applied in OD Interventions?
Conclusion
介绍：什么是引导技巧？
引导技巧怎样应用于OD，OD引导者应具有怎样的能力？
什么是流程诊断，在组织发展中怎样使用流程诊断?
总结
Course 4: Evaluating OD Interventions and Ensuring Effective
Adoption (1 days)
评估组织发展活动，确保适用有效（1天）
Overview 概述
How can OD interventions be evaluated before, during, and after implementation? What special approaches
are essential to evaluating OD interventions that are different from those used in other change efforts, such as
training? How can OD practitioners ensure the effective adoption of change after consultants depart the
change setting? Hear the answers to these questions in this course.
在实施OD的前、中、后，怎样评估组织发展活动？应该使用什么不同于评估其他变革，如培训的方
法来评估OD的引入？OD的实践者怎样在顾问离开组织后，确保变革的有效留存？您将在本课程中
听到以上问题的答案。
Purpose 意图
To introduce key issues in evaluating OD interventions and ensuring the effective adoption and
institutionalization of change
介绍评估OD活动的方法，确保变革的有效留存和制度化
Objectives目标
Upon completing this program, participants will:
Define OD evaluation.
Discuss approaches to evaluating OD interventions before, during, and after implementation.
Discuss approaches to ensuring effective adoption of change.
完成本课程，学员将能够：
定义组织发展评估
在实施OD的前、中、后，讨论评估组织发展活动的方法？
讨论确保保留变革的方法
Outline 课程大纲
Introduction: What Is OD Evaluation and Adoption?
How Can OD Evaluation Be Conceptualized?
How Can Effective Adoption of Change Be Planned and Carried Out?
Conclusion
介绍：什么是组织发展评估与保留？
怎样使组织发展评估概念化？
怎样计划、实施变革保留
总结
Dr. William J. Rothwell
William J. Rothwell --- a world-class thought leader in Human Resources Management.
He was the thought leader for an internationally-known study of workplace learning and performance, a
thought leader for the last international futures study of the Society for Human Resources Management, and
the chief researcher on the last two competency studies of the field once called Training (and now called
Workplace Learning and Performance) by The American Society for Training and Development.
William J. Rothwell is a Professor of Human Resource Development on the University Park campus of The
Pennsylvania State University. As a consultant, he has worked with over 30 multinational corporations.
As an academic, William J. Rothwell heads up the #2 ranked graduate program in HRD in the USA.
Before arriving at Penn State, William J. Rothwell was previously Assistant Vice President and Management
Development Director for The Franklin Life Insurance Co., a wholly-owned subsidiary of a Fortune 48
corporation.
William J. Rothwell was Training Director for the Illinois Office of the Auditor General.
William J. Rothwell is familiar with the Chinese environment. He has visited China many times since 1996
and has taught over 46 courses--20 of them MBA courses--in China. He taught 10 MBA courses at Beijing
University and 10 MBA courses at Nankai University
William J. Rothwell has taught more than 400 Chinese students. Participants in his courses have come from
such companies as Motorola, General Electric, Hewlett-Packard, American Standard, MacDonald's, Coca
Cola, Pepsi Cola, General Motors, Ford, Caterpillar, Allied Signal, and many others. Many of the people now
facilitating programs in China--and many HR directors or Training Directors for WOFE ， joint venture
companies or for Chinese enterprises--were his students.
William J. Rothwell is author of over 50 books on HR management, HR development, and Organization
Development.
Dr. William J. Rothwell’s latest publications include ：
“ Competency-Based Human Resource Management”
“ Improving On-the-Job Training: How to Establish and Operate a Comprehensive OJT Program ”
“ The Strategic Human Resource Leader ”
“ Strategic Human Resources Planning & Management ”
“ What CEOs Expect From Corporate Training ”
“ Planning and Managing Human Resources ”
“ The Workplace Learner ”
“ Human Performance Improvement: Building practitioner competence ”
“ Human Resource Development ”
“ Practicing Organization Development: A Guide for Consultants ”
“ Practicing Organization Development: J-B O-D (Organizational Development) ”
“ Building In-House Management and Leadership Development Programs ”
“ The Strategic Development of Talent ”
“ Creating In-House Sales Training and Development Programs”
“ The Complete Guide to Training Delivery ”
“ Effective Succession Planning: Ensuring Leadership Continuity and Building Talent from Within “
威廉·罗维博士介绍
威廉•罗维博士――人力资源界的领军人物。
威廉•罗维博士被认为是一位世界知名的职场学习与绩效研究的领袖，人力资源管理协会
（SHRM）最前沿国际发展趋势研究的专家并被美国培训与发展协会（ASTD）称为培训与发展
领域（曾被称为培训领域、现被称为职场学习与业绩领域）两大能力研究的最主要研究者。
威廉•罗维博士是宾夕法尼亚州立大学负责人力资源教育和发展的教授，他同时还担任 30 多家
跨国公司的顾问。
威廉•罗维博士所领导的人力资源管理和开发的研究生项目在全美排名第二。
来到宾夕法尼亚州之前， 威廉•罗维博士曾担任美国富兰克林人寿保险公司的助理副总裁及管
理发展总监，该公司是在《财富》杂志中全球排名 48 位的跨国公司的全资子公司。
威廉•罗维博士也曾任美国政府机构的培训总监。
威廉•罗维博士非常熟悉中国的环境，自 1996 年以来多次访问中国，在国内传授课程有 46 门
——其中 20 门是 MBA 课程——均在中国，10 门在北京大学讲授，10 门在南开大学讲授。
威廉•罗维博士有超过 400 名的中国学生。他们来自：摩托罗拉，GE，HP，美标，麦当劳，可
口可乐，百事可乐，通用，福特，卡特比勒，联信等。这其中的许多人现在中国从事培训咨询
业，许多是外企、合资企业及国有企业的人力资源总监和培训总监。
威廉 . 罗维博士在人力资源管理，人力资源发展和组织设计方面出版了 50 多本有关专著。
威廉•罗维博士的最新著作包括：
《基于胜任素质的人力资源管理》 (2004年）
《改善职业培训》 (2004年）
《才能开发战略》 (2004年)
《掌握教育设计流程：系统方法》 (2004年)
《人力资源规划与管理》 (第三版，2003年)
《CEO们从公司培训中期待些什么》 (第二版，2003年)
《职场学习：如何将主动学习与个人胜任素质学习融合在一起》 (2002年)
威廉•罗维博士也是Wiley/Jossey-Bass/Pfeiffer系列丛书的编者；他还是美国《国际培训与发展》杂志
的主编，这是一本学术性的评论杂志，由威廉•罗维博士与在亚洲和欧洲的主编们共同编辑出版。
