Transcript changing

Chapter 09
MANAGING
CHANGE AND
INNOVATION
09-1
Learning Objectives
You should learn to:
1. What Is Change? Forces For Change
2. Contrast the calm waters and white-water rapids
metaphors of change
3. Describe what managers can change in
organizations
4. Explain why people are likely to resist change
5. List techniques for reducing resistance to change
6.Describe the situational factors that facilitate
cultural change
09-2
Learning Objectives (cont.)
You should learn to:
7.Explain how process reengineering流程再造is
related to change
8.Describe techniques for reducing employee
stress
9.Differentiate between creativity and
innovation
10.Explain how organizations can stimulate
and nurture innovation
09-3
1.What Is Change?
Change: alterations in people, structure,
or technology
Functions:
– change is an organizational reality
– managing change is an integral part of
every manager’s job
– to complicate the jobs of managers
09-4
1.Forces For Change
(1)External Forces
– marketplace - adapt to change of consumer desires
– governmental laws and regulations - frequent
impetus推动力for change
– technology - source of change in almost all
industries
– labor markets - HRM activities must change to
attract and retain skilled employees in the areas of
greatest need
– economic - uncertainties about interest rates,
budget deficits预算赤字, and currency exchange rates
09-5
1.Forces For Change (cont.)
(2)Internal Forces
– originate from the operations of the organization
– forces may include strategy, workforce, new equipment, or
employee attitudes
Manager as Change Agent变革推动者
– change agents - act as catalysts催化剂and assume承担
responsibility for change
• Any manager may serve as change agent
who may be more thoughtful, overcautious
• outside consultant - used for system wide
changes,
Who produce more drastic changes than
insiders
09-6
2.Contrast the calm waters and white-water rapids
metaphors of change
The Calm Waters Metaphor
– Lewin’s卢因three-step model风平浪静观
– unfreezing - preparing for the needed change by:
– increasing the driving forces驱动力 that direct
behavior away from the status quo现状
– decreasing the restraining forces that push
behavior towards the status quo
» status quo - conceived to be an equilibrium
• changing - move to another equilibrium level
• refreezing - make change permanent
– objective is to stabilize the new situation
– change is a break in the organization’s equilibrium风
平浪静的state
09-7
The Change Process
09-8
Two Views Of The Change Process (cont.)
White-Water Rapids Metaphor急流险滩观
– consistent with uncertain and dynamic
environments
– consistent with a world increasingly
dominated by information, ideas, and
knowledge
– managers must continually maneuver机智in
uninterrupted rapids不断的急流
• managers face constant change
– today, managers must be ready to efficiently
and effectively manage the changes that their
organizations or their work areas face
09-9
3.Three Categories Of Change
Structure
Work specialization,
departmentalization,
chain of command, span of
control, centralization,
formalization, job redesign,
or actual design
Technology
Work processes, methods,
and equipment
People
Attitudes, expectations,
perceptions认知, and
behavior
09-10
Managing Change
Initiating Change:发动变革
– identifying what organizational areas might
need to be changed
– putting the change process in motion付诸行动
– managing employee resistance to change
Types of Change
– changing structure - organization’s formal
design, centralization, degree of formalization,
and work specialization
• structural components and structural
design
09-11
Managing Change (cont.)
Types of Change (cont.)
– changing technology - modifications in the
way work is performed
• alterations in the methods and equipment
used
–consequence of competitive factors or
innovations within an industry
–automation - replaces tasks done by
people with machines
–computerization - recent visible changes
in information systems
09-12
Managing Change (cont.)
Type of Change (cont.)
– changing people - changes in employee
attitudes, expectations, perceptions, and
behavior
• organizational development (OD) techniques or programs to change people
and the nature and quality of interpersonal
work relationships
–intended to help individuals and groups
work together more effectively
-09-13
Organizational Development Techniques
Sensitivity
Training
Survey
Feedback
Process
Consultation
More
Effective
Interpersonal
Work
Environment
Team
Building
Intergroup
Development
09-14
Managing Change (cont.)
4.Why people resist change
• change replaces the known with ambiguity
and uncertainty
• change threatens investments in the status
quo
• belief that change is incompatible不符合with
the goals and interests of the organization
5.Techniques for reducing resistance
• a variety of actions available to managers to
deal with dysfunctional功能紊乱 resistance(p204)
09-15
Managerial Actions to Reduce Resistance to Change
13-16
Contemporary Issues In Managing Change
6.Describe the situational factors that
facilitate cultural change
– culture resistant to change because it is made up of
relatively stable and permanent characteristics
– strong cultures are particularly resistant to change
– Understanding the Situational Factors对情境因素的认
识 - makes cultural change more likely
• dramatic crisis occurs大规模危机出现
• leadership changes hands领导职位缺人
• organization is young and small
• culture is weak
09-17
Contemporary Issues (cont.)
– How Can Cultural Change Be
Accomplished?
• requires a comprehensive and coordinated
strategy
–show the current culture is useless
–implement new “ways of doing things”
–reinforce those new values强化新的价值观
• change, if it comes, is likely to be slow
• protect against any return to old, familiar
practices and traditions
09-18
The Road to Cultural Change
13-19
Contemporary Issues (cont.)
Continuous Quality Improvement Programs持续的质量改进
– continuous, small, incremental changes渐进的变革
– fix and improve current work activities
– rely on participative decision making from the
bottom levels
7.Explain how process reengineering is related to
change流程再造
– dramatic shift in the way an organization does its
work
– begins with the redesign of work
• define customer needs
• design work processes to best meet those needs
– requires participation from managers and workers
09-20
Continuous Quality Improvement Versus
Reengineering
Continuous Quality
Improvement
• Continuous, incremental
change
• Fixing and improving
• Mostly “as is”着重考虑“现状”
• Works from bottom up in
organization
Reengineering
• Radical change
• Redesigning - starting over
推倒重来
• Mostly “what can be”
“能变成怎样”
• Initiated by top
management
09-21
Contemporary Issues (cont.)
Handling Employee Stress
– What is Stress?
• a dynamic condition a person faces when
confronted with an opportunity, constraint, or
demand related to what s/he desires
– outcome is perceived to be both uncertain
and important
– typically associated with constraints and
demands
• stress is not necessarily bad
• potential stress becomes actual stress when:
– outcome is both uncertain
– outcome is important
09-22
Contemporary Issues (cont.)
Handling Employee Stress (cont.)
– Causes of Stress
• found in organizational and personal
factors
• change of any kind is potentially stressful
• uncertainty around important matters
09-23
Causes Of Stress
Personal Factors
STRESS
Job-Related
09-24
Symptoms Of Stress
Physiological
Psychological
Symptoms
of Stress
Behavioral
09-25
Contemporary Issues (cont.)
8.Describe techniques for reducing employee stress
（1）controlling certain organizational factors
– employee’s abilities should match job
requirements
– improve organizational communications
» reduce ambiguity
– performance planning program
» clarify job responsibilities
» provide performance feedback
– job redesign
» reduce boredom or work overload
09-26
Contemporary Issues (cont.)
Handling Employees Stress (cont.)
（2）offering help for personal stress
– general considerations
» difficult for manager to control this source
of stress
» ethical considerations
– available approaches
» employee counseling
» time management program
» sponsored wellness programs举办各种健身活动
09-27
Stimulating Innovation
9.Differentiate between creativity and
innovation
Creativity versus Innovation
– creativity - ability to combine ideas in a
unique way or to make unusual associations
between ideas
– innovation - process of transforming creative
ideas into a useful product, service, or
method of operation
09-28
Systems View Of Innovation
Inputs
Creative individuals,
groups,
organizations
Transformation
Outputs
Creative process Creative product(s)
Creative situation
09-29
Stimulating Innovation (cont.)
10.Explain how organizations can stimulate and
nurture innovation
Stimulating and Nurturing Innovation
（1）must focus on inputs
• creative people and groups within the organization
（2）requires appropriate environment
• structural variables
– organic design
– plentiful resources
– frequent inter-unit communication
09-30
Stimulating Innovation (cont.)
Stimulating and Nurturing Innovation (cont.)
（2）requires appropriate environment (cont.)
• cultural variables
– encourage experimentation
– reward success and failures
– celebrate mistakes赞赏失败
• human resource variables
– promote training and development of employees
– offer high job security
– encourage individuals to become idea champions创新
带头人
» self-confident, persistent有持久力, risk taking
» energize激发others with visions of innovation
09-31
Innovation Variables
09-32