管理学第13章变革与创新管理ppt课件.ppt

ManagingChangeandInnovation Chapter13 13 2 LEARNINGOUTLINEFollowthisLearningOutlineasyoureadandstudythischapter ForcesforChange TwoViewsoftheChangeProcessDiscusstheexternalandinternalforcesforchange Contrastthecalmwatersandwhite waterrapidsmetaphorsofchange ExplainLewin sthree stepmodelofthechangeprocess ManagingOrganizationalChangeDefineorganizationalchange Contrastinternalandexternalchangeagents Explainhowmanagersmightchangestructure technology andpeople 13 3 LEARNINGOUTLINE cont d FollowthisLearningOutlineasyoureadandstudythischapter ManagingChangeExplainwhypeopleresistchangeandhowresistancemightbemanaged ContemporaryIssuesinManagingChangeExplainwhychangingorganizationalcultureissodifficultandhowmanagerscandoit Describeemployeestressandhowmanagerscanhelpemployeesdealwithstress Discusswhatittakestomakechangehappensuccessfully 13 4 LEARNINGOUTLINE cont d FollowthisLearningOutlineasyoureadandstudythischapter StimulatingInnovationExplainwhyinnovationisn tjustcreativity Explainthesystemsviewofinnovation Describethestructural cultural andhumanresourcevariablesthatarenecessaryforinnovation Explainwhatideachampionsareandwhythey reimportanttoinnovation 13 5 WhatIsChange OrganizationalChangeAnyalterationsinthepeople structure ortechnologyofanorganizationCharacteristicsofChangeIsconstantyetvariesindegreeanddirectionProducesuncertaintyyetisnotcompletelyunpredictableCreatesboththreatsandopportunitiesManagingchangeisanintegralpartofeverymanager sjob 13 6 ForcesforChange ExternalForcesMarketplaceGovernmentallawsandregulationsTechnologyLabormarketEconomicchanges InternalForcesChangesinorganizationalstrategyWorkforcechangesNewequipmentEmployeeattitudes 13 7 ChangeProcessViewpoints TheCalmWatersMetaphor 风平浪静观 Lewin sdescriptionofthechangeprocessasabreakintheorganization sequilibriumstateUnfreezingthestatusquoChangingtoanewstateRefreezingtomakethechangepermanentWhite WaterRapidsMetaphor 急流险滩观 Thelackofenvironmentalstabilityandpredictabilityrequiresthatmanagersandorganizationscontinuallyadapt managechangeactively tosurvive 13 8 Exhibit13 1TheChangeProcess 变革过程 13 9 ChangeAgents ChangeAgents 变革推动者 Personswhoactascatalystsandassumetheresponsibilityformanagingthechangeprocess TypesofChangeAgentsManagers internalentrepreneursNonmanagers changespecialistsOutsideconsultants changeimplementationexperts 13 10 Exhibit13 2ThreeCategoriesofChange 变革的类型 13 11 TypesofChange StructuralChanginganorganization sstructuralcomponentsoritsstructuraldesignTechnologicalAdoptingnewequipment tools oroperatingmethodsthatdisplaceoldskillsandrequirenewonesAutomation replacingcertaintasksdonebypeoplewithmachinesComputerization PeopleChangingattitudes expectations perceptions andbehaviorsoftheworkforceOrganizationaldevelopment OD Techniquesorprogramstochangepeopleandthenatureandqualityofinterpersonalworkrelationships 13 12 OrganizationalDevelopment OrganizationalDevelopment OD Techniquesorprogramstochangepeopleandthenatureandqualityofinterpersonalworkrelationships GlobalODODtechniquesthatworkforU S organizationsmaybeinappropriateinothercountriesandcultures 13 13 Exhibit13 3OrganizationalDevelopmentTechniques 13 14 ManagingResistancetoChange WhyPeopleResistChange 人们为可抵制变革 TheambiguityanduncertaintythatchangeintroducesThecomfortofoldhabitsAconcernoverpersonallossofstatus money authority friendships andpersonalconvenienceTheperceptionthatchangeisincompatiblewiththegoalsandinterestoftheorganization 13 15 Exhibit13 4ManagerialActionstoReduceResistancetoChange 减少变革阻力的方法 Educationandcommunication 教育和沟通 Participation 参与 Facilitationandsupport 促进和支持 Negotiation 谈判 Manipulationandco optation 操纵和招揽 Coercion 强制 13 16 IssuesinManagingChange cont d ChangingOrganizationalCultures 组织文化变革 Culturesarenaturallyresistanttochange Conditionsthatfacilitateculturalchange 促进文化变革的条件 Theoccurrenceofadramaticcrisis 发生一次重大危机 Leadershipchanginghands 领导职位换人 Ayoung flexible andsmallorganization 组织年轻 规模小 Aweakorganizationalculture 弱文化 13 17 Exhibit13 5StrategiesforManagingCulturalChange 管理文化变革的战略 Setthetonethroughmanagementbehavior topmanagers particularly needtobepositiverolemodels Createnewstories symbols andritualstoreplacethosecurrentlyinuse Select promote andsupportemployeeswhoadoptthenewvalues Redesignsocializationprocessestoalignwiththenewvalues Toencourageacceptanceofthenewvalues changetherewardsystem Replaceunwrittennormswithclearlyspecifiedexpectations Shakeupcurrentsubculturesthroughjobtransfers jobrotation and orterminations Worktogetconsensusthroughemployeeparticipationandcreatingaclimatewithahighleveloftrust 13 18 IssuesinManagingChange cont d HandlingEmployeeStress 处理员工压力 Stress 压力 Theadversereactionpeoplehavetoexcessivepressureplacedonthemfromextraordinarydemands constraints oropportunities FunctionalStressStressthathasapositiveeffectonperformance HowPotentialStressBecomesActualStressWhenthereisuncertaintyovertheoutcome Whentheoutcomeisimportant 13 19 Exhibit13 6CausesofStress 压力产生的原因 13 20 Exhibit13 7SymptomsofStress 压力的症状 13 21 IssuesinManagingChange cont d ReducingStress 减缓压力 Engageinproperemployeeselection 恰当的员工甄选 Matchemployees KSA stojobs Tasks Duties andResponsibilities TDR s 匹配员工的工作能力与工作要求 Userealisticjobinterviewsforreduceambiguity 实施一次实事求是的工作预览以降低工作模糊性 Improveorganizationalcommunications 改进组织沟通 Developaperformanceplanningprogram 发展一项绩效计划 Usejobredesign 工作再设计 Provideacounselingprogram 提供员工咨询计划 Offertimeplanningmanagementassistance 提供时间管理计划 Sponsorwellnessprograms 组织赞助或主办的健康计划 13 22 IssuesinManagingChange cont d MakingChangeHappenSuccessfully 使变革获得成功 Embracechange becomeachange capableorganization 成为有变革能力的组织 Createasimple compellingmessageexplainingwhychangeisnecessary Communicateconstantlyandhonestly Fosterasmuchemployeeparticipationaspossible getallemployeescommitted Encourageemployeestobeflexible Removethosewhoresistandcannotbechanged 13 23 Exhibit13 8CharacteristicsofChange CapableOrganizations Linkthepresentandthefuture 把现在和未来紧密结合 Makelearningawayoflife 使学习成为一种生活方式 Activelysupportandencourageday to dayimprovementsandchanges 积极地支持和鼓励细微的改进和变革 Ensurediverseteams 确保多样化的团队 Encouragemavericks 鼓励别出心裁者 Shelterbreakthroughs 保护突破 Integratetechnology 整合技术 Buildanddeepentrust 建立和深化信任 13 24 StimulatingInnovation 激发创新 Creativity 创造 Theabilitytocombineideasinauniquewayortomakeanunusualassociation Innovation 创新 Turningtheoutcomesofthecreativeprocessintousefulproducts services orworkmethods IdeaChampion 创意领袖 Dynamicself confidentleaderswhoactivelyandenthusiasticallyinspiresupportfornewideas buildsupport overcomeresistance andensurethatinnovationsareimplemented 13 25 Exhibit13 9InnovativeCompaniesAroundtheWorld Data BostonConsultingGroup Webroketiesbycomparing10 yearannualizedtotalshareholderreturns Intiesbetweenapublicandaprivatecompany thepubliccompanywasfavored Source AGlobalPulseofInnovation BusinessWeek April24 2006 p 74 13 26 Exhibit13 10SystemsViewofInnovation Source AdaptedfromR W Woodman J E Sawyer andR W Griffin TowardaTheoryofOrganizationalCreativity AcademyofManagementReview April1993 p 309 13 27 Exhibit13 11InnovationVariables 13 28 Creatingthe Right EnvironmentforInnovation StructuralVariables 结构变量 AdoptanorganicstructureMakeavailableplentifulresourcesEngageinfrequentinterunitcommunicationMinimizeextremetimepressuresoncreativea