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1、Managing Change and Innovation,Chapter13,132,L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.,Forces for Change:Two Views of the Change ProcessDiscuss the external and internal forces for change.Contrast the calm waters and white-water rapids metaphors o
2、f change.Explain Lewins three-step model of the change process.Managing Organizational ChangeDefine organizational change.Contrast internal and external change agents.Explain how managers might change structure,technology,and people.,133,L E A R N I N G O U T L I N E(contd)Follow this Learning Outli
3、ne as you read and study this chapter.,Managing ChangeExplain why people resist change and how resistance might be managed.Contemporary Issues in Managing ChangeExplain why changing organizational culture is so difficult and how managers can do it.Describe employee stress and how managers can help e
4、mployees deal with stress.Discuss what it takes to make change happen successfully.,134,L E A R N I N G O U T L I N E(contd)Follow this Learning Outline as you read and study this chapter.,Stimulating InnovationExplain why innovation isnt just creativity.Explain the systems view of innovation.Descri
5、be the structural,cultural,and human resource variables that are necessary for innovation.Explain what idea champions are and why theyre important to innovation.,135,What Is Change?,Organizational ChangeAny alterations in the people,structure,or technology of an organizationCharacteristics of Change
6、Is constant yet varies in degree and directionProduces uncertainty yet is not completely unpredictableCreates both threats and opportunitiesManaging change is an integral partof every managers job.,136,Forces for Change,External ForcesMarketplaceGovernmental laws and regulationsTechnologyLabor marke
7、tEconomic changes,Internal ForcesChanges in organizational strategyWorkforce changesNew equipmentEmployee attitudes,137,Change Process Viewpoints,The Calm Waters Metaphor(风平浪静观)Lewins description of the change process as a break in the organizations equilibrium stateUnfreezing the status quoChanging
8、 to a new stateRefreezing to make the change permanentWhite-Water Rapids Metaphor(急流险滩观)The lack of environmental stability and predictability requires that managers and organizations continually adapt(manage change actively)to survive.,138,Exhibit 131The Change Process(变革过程),139,Change Agents,Chang
9、e Agents(变革推动者)Persons who act as catalysts and assume the responsibility for managing the change process.Types of Change AgentsManagers:internal entrepreneursNonmanagers:change specialistsOutside consultants:change implementation experts,1310,Exhibit 132Three Categories of Change(变革的类型),1311,Types
10、of Change,StructuralChanging an organizations structural components or its structural designTechnologicalAdopting new equipment,tools,or operating methods that displace old skills and require new onesAutomation:replacing certain tasks done by people with machinesComputerization,PeopleChanging attitu
11、des,expectations,perceptions,and behaviors of the workforceOrganizational development(OD)Techniques or programs to change people and the nature and quality of interpersonal work relationships.,1312,Organizational Development,Organizational Development(OD)Techniques or programs to change people and t
12、he nature and quality of interpersonal work relationships.Global ODOD techniques that work for U.S.organizations may be inappropriate in other countries and cultures.,1313,Exhibit 133Organizational Development Techniques,1314,Managing Resistance to Change,Why People Resist Change?(人们为可抵制变革？)The ambi
13、guity and uncertainty that change introducesThe comfort of old habitsA concern over personal loss of status,money,authority,friendships,and personal convenienceThe perception that change is incompatible with the goals and interest of the organization,1315,Exhibit 134Managerial Actions to Reduce Resi
14、stance to Change(减少变革阻力的方法),Education and communication(教育和沟通)Participation(参与)Facilitation and support(促进和支持)Negotiation(谈判)Manipulation and co-optation(操纵和招揽)Coercion(强制),1316,Issues in Managing Change(contd),Changing Organizational Cultures(组织文化变革)Cultures are naturally resistant to change.Condit
15、ions that facilitate cultural change(促进文化变革的条件):The occurrence of a dramatic crisis(发生一次重大危机)Leadership changing hands(领导职位换人)A young,flexible,and small organization(组织年轻，规模小)A weak organizational culture(弱文化),1317,Exhibit 135Strategies for Managing Cultural Change(管理文化变革的战略),Set the tone through ma
16、nagement behavior;top managers,particularly,need to be positive role models.Create new stories,symbols,and rituals to replace those currently in use.Select,promote,and support employees who adopt the new values.Redesign socialization processes to align with the new values.To encourage acceptance of
17、the new values,change the reward system.Replace unwritten norms with clearly specified expectations.Shake up current subcultures through job transfers,job rotation,and/or terminations.Work to get consensus through employee participation and creating a climate with a high level of trust.,1318,Issues
18、in Managing Change(contd),Handling Employee Stress(处理员工压力)Stress(压力)The adverse reaction people have to excessive pressure placed on them from extraordinary demands,constraints,or opportunities.Functional StressStress that has a positive effect on performance.How Potential Stress Becomes Actual Stre
19、ssWhen there is uncertainty over the outcome.When the outcome is important.,1319,Exhibit 136Causes of Stress(压力产生的原因),1320,Exhibit 137Symptoms of Stress(压力的症状),1321,Issues in Managing Change(contd),Reducing Stress(减缓压力)Engage in proper employee selection(恰当的员工甄选)Match employees KSAs to jobs Tasks,Du
20、ties,and Responsibilities(TDRs)(匹配员工的工作能力与工作要求)Use realistic job interviews for reduce ambiguity(实施一次实事求是的工作预览以降低工作模糊性)Improve organizational communications(改进组织沟通)Develop a performance planning program(发展一项绩效计划)Use job redesign(工作再设计)Provide a counseling program(提供员工咨询计划)Offer time planning managem
21、ent assistance(提供时间管理计划)Sponsor wellness programs(组织赞助或主办的健康计划),1322,Issues in Managing Change(contd),Making Change Happen Successfully(使变革获得成功)Embrace changebecome a change-capable organization(成为有变革能力的组织).Create a simple,compelling message explaining why change is necessary.Communicate constantly
22、and honestly.Foster as much employee participation as possibleget all employees committed.Encourage employees to be flexible.Remove those who resist and cannot be changed.,1323,Exhibit 138Characteristics of Change-Capable Organizations,Link the present and the future(把现在和未来紧密结合).Make learning a way
23、of life(使学习成为一种生活方式).Actively support and encourage day-to-day improvements and changes(积极地支持和鼓励细微的改进和变革).,Ensure diverse teams(确保多样化的团队).Encourage mavericks(鼓励别出心裁者).Shelter breakthroughs(保护突破)Integrate technology(整合技术).Build and deepen trust.(建立和深化信任),1324,Stimulating Innovation(激发创新),Creativity(创
24、造)The ability to combine ideas in a unique way or to make an unusual association.Innovation(创新)Turning the outcomes of the creative process into useful products,services,or work methods.Idea Champion(创意领袖)Dynamic self-confident leaders who actively and enthusiastically inspire support for new ideas,
25、build support,overcome resistance,and ensure that innovations are implemented.,1325,Exhibit 139Innovative Companies Around the World,Data:Boston Consulting Group*We broke ties by comparing 10-year annualized total shareholder returns.In ties between a public and a private company,the public company
26、was favored.,Source:“A Global Pulse of Innovation,”BusinessWeek,April 24,2006,p.74.,1326,Exhibit 1310Systems View of Innovation,Source:Adapted from R.W.Woodman,J.E.Sawyer,and R.W.Griffin,“Toward a Theory of Organizational Creativity,”Academy of Management Review,April 1993,p.309.,1327,Exhibit 1311In
27、novation Variables,1328,Creating the“Right”Environment for Innovation,Structural Variables(结构变量)Adopt an organic structureMake available plentiful resourcesEngage in frequent interunit communicationMinimize extreme time pressures on creative activitiesProvide explicit support for creativity,1329,Cre
28、ating the“Right”Environment for Innovation(contd),Cultural Variables(文化变量)Accept ambiguity(接受模糊性)Tolerate the impractical(容忍奇思妙想)Have low external controls(较低的外部控制)Tolerate risk taking(容忍风险)Tolerate conflict(容忍冲突)Focus on ends rather than means(强调结果甚于手段)Develop an open-system focus(强调开放系统)Provide po
29、sitive feedback(提供积极的反馈),1330,Creating the“Right”Environment for Innovation(contd),Human Resource Variables(人力资源变量)Actively promote training and development to keep employees skills current.(积极推进对组织成员的培训与开发，以及时更新他们的知识)Offer high job security to encourage risk taking(向成员提供很高的工作保障，以鼓励承担风险).Encourage individual to be“champions”of change(鼓励他们成为创意领袖).,1331,Terms to Know,organizational changechange agentorganizational development(OD)stresscreativityinnovationidea champion,
