管理學(xué)課件第13章 變革與創(chuàng)新管理Managing Change and Innovation

ManagingChangeandInnovationChapter

13LEARNINGOUTLINE

FollowthisLearningOutlineasyoureadandstudythischapter.ForcesforChange:TwoViewsoftheChangeProcessDiscusstheexternalandinternalforcesforchange.Contrastthecalmwatersandwhite-waterrapidsmetaphorsofchange.ExplainLewin’sthree-stepmodelofthechangeprocess.ManagingOrganizationalChangeDefineorganizationalchange.Contrastinternalandexternalchangeagents.Explainhowmanagersmightchangestructure,technology,andpeople.2LEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.ManagingChangeExplainwhypeopleresistchangeandhowresistancemightbemanaged.ContemporaryIssuesinManagingChangeExplainwhychangingorganizationalcultureissodifficultandhowmanagerscandoit.Describeemployeestressandhowmanagerscanhelpemployeesdealwithstress.Discusswhatittakestomakechangehappensuccessfully.3LEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.StimulatingInnovationExplainwhyinnovationisn’tjustcreativity.Explainthesystemsviewofinnovation.Describethestructural,cultural,andhumanresourcevariablesthatarenecessaryforinnovation.Explainwhatideachampionsareandwhythey’reimportanttoinnovation.4WhatIsChange?OrganizationalChangeAnyalterationsinthepeople,structure,ortechnologyofanorganizationCharacteristicsofChangeIsconstantyetvariesindegreeanddirectionProducesuncertaintyyetisnotcompletelyunpredictableCreatesboththreatsandopportunitiesManagingchangeisanintegralpart

ofeverymanager’sjob.5ForcesforChangeExternalForcesMarketplaceGovernmentallawsandregulationsTechnologyLabormarketEconomicchangesInternalForcesChangesinorganizationalstrategyWorkforcechangesNewequipmentEmployeeattitudes6ChangeProcessViewpointsTheCalmWatersMetaphor(風(fēng)平浪靜觀)Lewin’sdescriptionofthechangeprocessasabreakintheorganization’sequilibriumstateUnfreezingthestatusquoChangingtoanewstateRefreezingtomakethechangepermanentWhite-WaterRapidsMetaphor(急流險(xiǎn)灘觀)Thelackofenvironmentalstabilityandpredictabilityrequiresthatmanagersandorganizationscontinuallyadapt(managechangeactively)tosurvive.7Exhibit13–1 TheChangeProcess(變革過(guò)程)8ChangeAgentsChangeAgents(變革推動(dòng)者

)Personswhoactascatalystsandassumetheresponsibilityformanagingthechangeprocess.TypesofChangeAgentsManagers:internalentrepreneursNonmanagers:changespecialistsOutsideconsultants:changeimplementationexperts9Exhibit13–2 ThreeCategoriesofChange(變革的類型)10TypesofChangeStructuralChanginganorganization’sstructuralcomponentsoritsstructuraldesignTechnologicalAdoptingnewequipment,tools,oroperatingmethodsthatdisplaceoldskillsandrequirenewonesAutomation:replacingcertaintasksdonebypeoplewithmachinesComputerizationPeopleChangingattitudes,expectations,perceptions,andbehaviorsoftheworkforceOrganizationaldevelopment(OD)Techniquesorprogramstochangepeopleandthenatureandqualityofinterpersonalworkrelationships.11OrganizationalDevelopmentOrganizationalDevelopment(OD)Techniquesorprogramstochangepeopleandthenatureandqualityofinterpersonalworkrelationships.GlobalODODtechniquesthatworkforU.S.organizationsmaybeinappropriateinothercountriesandcultures.12Exhibit13–3 OrganizationalDevelopmentTechniques13ManagingResistancetoChangeWhyPeopleResistChange?(人們?yōu)榭傻种谱兏铮?TheambiguityanduncertaintythatchangeintroducesThecomfortofoldhabitsAconcernoverpersonallossofstatus,money,authority,friendships,andpersonalconvenienceTheperceptionthatchangeisincompatiblewiththegoalsandinterestoftheorganization14Exhibit13–4 ManagerialActionstoReduceResistancetoChange(減少變革阻力的方法)Educationandcommunication(教育和溝通)Participation(參與)Facilitationandsupport(促進(jìn)和支持)Negotiation(談判)Manipulationandco-optation(操縱和招攬)Coercion(強(qiáng)制)15IssuesinManagingChange(cont’d)ChangingOrganizationalCultures(組織文化變革)Culturesarenaturallyresistanttochange.Conditionsthatfacilitateculturalchange(促進(jìn)文化變革的條件):Theoccurrenceofadramaticcrisis(發(fā)生一次重大危機(jī))Leadershipchanginghands(領(lǐng)導(dǎo)職位換人)Ayoung,flexible,andsmallorganization(組織年輕，規(guī)模小)Aweakorganizationalculture(弱文化)16Exhibit13–5 StrategiesforManagingCulturalChange(管理文化變革的戰(zhàn)略)Setthetonethroughmanagementbehavior;topmanagers,particularly,needtobepositiverolemodels.Createnewstories,symbols,andritualstoreplacethosecurrentlyinuse.Select,promote,andsupportemployeeswhoadoptthenewvalues.Redesignsocializationprocessestoalignwiththenewvalues.Toencourageacceptanceofthenewvalues,changetherewardsystem.Replaceunwrittennormswithclearlyspecifiedexpectations.Shakeupcurrentsubculturesthroughjobtransfers,jobrotation,and/orterminations.Worktogetconsensusthroughemployeeparticipationandcreatingaclimatewithahighleveloftrust.17IssuesinManagingChange(cont’d)HandlingEmployeeStress(處理員工壓力)Stress(壓力)Theadversereactionpeoplehavetoexcessivepressureplacedonthemfromextraordinarydemands,constraints,oropportunities.FunctionalStressStressthathasapositiveeffectonperformance.HowPotentialStressBecomesActualStressWhenthereisuncertaintyovertheoutcome.Whentheoutcomeisimportant.18Exhibit13–6 CausesofStress(壓力產(chǎn)生的原因)19Exhibit13–7 SymptomsofStress(壓力的癥狀)20IssuesinManagingChange(cont’d)ReducingStress(減緩壓力)Engageinproperemployeeselection(恰當(dāng)?shù)膯T工甄選)Matchemployees’KSA’stojobs’Tasks,Duties,andResponsibilities(TDR’s)(匹配員工的工作能力與工作要求)Userealisticjobinterviewsforreduceambiguity(實(shí)施一次實(shí)事求是的工作預(yù)覽以降低工作模糊性)Improveorganizationalcommunications(改進(jìn)組織溝通)Developaperformanceplanningprogram(發(fā)展一項(xiàng)績(jī)效計(jì)劃)Usejobredesign(工作再設(shè)計(jì))Provideacounselingprogram(提供員工咨詢計(jì)劃)Offertimeplanningmanagementassistance(提供時(shí)間管理計(jì)劃)Sponsorwellnessprograms(組織贊助或主辦的健康計(jì)劃)21IssuesinManagingChange(cont’d)MakingChangeHappenSuccessfully(使變革獲得成功)Embracechange—becomeachange-capableorganization(成為有變革能力的組織).Createasimple,compellingmessageexplainingwhychangeisnecessary.Communicateconstantlyandhonestly.Fosterasmuchemployeeparticipationaspossible—getallemployeescommitted.Encourageemployeestobeflexible.Removethosewhoresistandcannotbechanged.22Exhibit13–8 CharacteristicsofChange-CapableOrganizationsLinkthepresentandthefuture(把現(xiàn)在和未來(lái)緊密結(jié)合).Makelearningawayoflife(使學(xué)習(xí)成為一種生活方式).Activelysupportandencourageday-to-dayimprovementsandchanges(積極地支持和鼓勵(lì)細(xì)微的改進(jìn)和變革).Ensurediverseteams(確保多樣化的團(tuán)隊(duì)).Encouragemavericks(鼓勵(lì)別出心裁者).Shelterbreakthroughs(保護(hù)突破)Integratetechnology(整合技術(shù)).Buildanddeepentrust.(建立和深化信任)23StimulatingInnovation(激發(fā)創(chuàng)新)Creativity(創(chuàng)造

)Theabilitytocombineideasinauniquewayortomakeanunusualassociation.Innovation(創(chuàng)新

)Turningtheoutcomesofthecreativeprocessintousefulproducts,services,orworkmethods.IdeaChampion(創(chuàng)意領(lǐng)袖)Dynamicself-confidentleaderswhoactivelyandenthusiasticallyinspiresupportfornewideas,buildsupport,overcomeresistance,andensurethatinnovationsareimplemented.24Exhibit13–9 InnovativeCompaniesAroundtheWorldData:BostonConsultingGroup*Webroketiesbycomparing10-yearannualizedtotalshareholderreturns.Intiesbetweenapublicandaprivatecompany,thepubliccompanywasfavored.Source:“AGlobalPulseofInnovation,”BusinessWeek,April24,2006,p.74.25Exhibit13–10 SystemsViewofInnovationSource:

AdaptedfromR.W.Woodman,J.E.Sawyer,andR.W.Griffin,“TowardaTheoryofOrganizationalCreativity,”AcademyofManagementReview,April1993,p.309.26Exhibit13–11

InnovationVariables27Creatingthe“Right”EnvironmentforInnovationStructuralVariables(結(jié)構(gòu)變量)AdoptanorganicstructureMakeavailableplentifulresourcesEngageinfrequentinterunitcommunicationMi