Chapter 12管理学Management刘冰老师教学课件 英文版

Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 12 1 ManagingChangeandInnovation Chapter12 ManagementStephenP RobbinsMaryCoulter tenthedition Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 12 2 LearningOutcomesFollowthisLearningOutlineasyoureadandstudythischapter 12 1TheChangeProcessExplainLewin sthree stepmodelofthechangeprocess Contrastthecalmwatersandwhite waterrapidsmetaphorsofchange 12 2ManagingOrganizationalChangeDefineorganizationalchange Explainhowmanagersmightchangestructure technology andpeople Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 12 3 LearningOutcomes 12 3ManagingResistancetoChangeExplainwhypeopleresistchangeandhowresistancemightbemanaged 12 4ContemporaryIssuesInManagingChange Explainwhychangingorganizationalcultureissodifficultandhowmanagerscandoit Describeemployeestressandhowmanagerscanhelpemployeesdealwithstress Discusswhatittakestomakechangehappensuccessfully Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 12 4 LearningOutcomes 12 5StimulatingInnovationExplainhowcreativityandinnovationdifferfromoneanother Describethestructural cultural andhumanresourcevariablesthatarenecessaryforinnovation Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 12 5 Exhibit12 1ExternalandInternalForcesforChange External Changingconsumerneedsandwants Newgovernmentallaws Changingtechnology Economicchanges Internal Neworganizationalstrategy Changeincompositionofworkforce Newequipment Changingemployeeattitudes Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 12 6 TheChangeProcess TheCalmWatersMetaphorLewin sdescriptionofthechangeprocessasabreakintheorganization sequilibriumstateUnfreezingthestatusquoChangingtoanewstateRefreezingtomakethechangepermanentWhite WaterRapidsMetaphorThelackofenvironmentalstabilityandpredictabilityrequiresthatmanagersandorganizationscontinuallyadapt managechangeactively tosurvive Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 12 7 Exhibit12 2TheChangeProcess 2020 4 5 8 哪一条队比较短 2020 4 5 9 新的程序 多服务点 单一队伍每一服务点 多种服务 Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 12 10 OrganizationalChangeandChangeAgents OrganizationalChangeAnyalterationsinthepeople structure ortechnologyofanorganizationChangeAgentsPersonswhoactascatalystsandassumetheresponsibilityformanagingthechangeprocess TypesofChangeAgentsManagers internalentrepreneursNonmanagers changespecialistsOutsideconsultants changeimplementationexperts Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 12 11 Exhibit12 3ThreeTypesofChange Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 12 12 ManagingResistancetoChange WhyPeopleResistChangeTheambiguityanduncertaintythatchangeintroducesThecomfortofoldhabitsAconcernoverpersonallossofstatus money authority friendships andpersonalconvenienceTheperceptionthatchangeisincompatiblewiththegoalsandinterestoftheorganization Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 12 13 Exhibit12 5ReducingResistancetoChange Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 12 14 IssuesinManagingChange HandlingEmployeeStressStressTheadversereactionpeoplehavetoexcessivepressureplacedonthemfromextraordinarydemands constraints oropportunities FunctionalStressStressthathasapositiveeffectonperformance HowPotentialStressBecomesActualStressWhenthereisuncertaintyovertheoutcome Whentheoutcomeisimportant 测试 我要崩溃了吗 量表填写说明 1 从来没有2 偶尔3 很少4 有时5 经常6 通常7 总是这样 Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 12 15 你有以下的经历多久了 1 感觉很累2 感觉压抑3 心情愉快4 疲惫不堪5 心力交瘁6 很开心7 筋疲力尽8 无法承受9 不开心10 感觉要衰竭了 Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 12 16 11 感觉深陷其中12 感觉毫无价值13 很不耐烦14 陷入麻烦之中15 失望和不满16 身体虚弱 怀疑自己有病17 绝望18 感觉被抛弃19 乐观向上20 感觉精力充沛21 感觉焦虑不安 Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 12 17 计分方法 对第3 6 19 20题的得分加总后 再用32减去4个题的总分得到一个分数 然后用这个数加上余下17个题的分数 再除以21得到最终的分数 3分以下 3 4 4 5 5分以上 Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 12 18 分析和说明 分值为1 7之间 得分越高 压力越大 3分以下说明没有倦怠的迹象3 4分表明你需要重新审视你的工作 重新评估工作要求的优先次序 再做出改变4 5分 说明你正经历着一些面临倦怠的症状 你需要采取行动解决问题5分以上 最好立即向专家求助 Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 12 19 Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 12 20 Exhibit12 7SymptomsofStress Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 12 21 IssuesinManagingChange cont d ReducingStressEngageinproperemployeeselectionUserealisticjobinterviewsforreduceambiguityImproveorganizationalcommunicationsDevelopaperformanceplanningprogramUsejobredesignProvideacounselingprogramOffertimeplanningmanagementassistanceSponsorwellnessprograms Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 12 22 IssuesinManagingChange cont d MakingChangeHappenSuccessfullyEmbracechange becomeachange capableorganization Createasimple compellingmessageexplainingwhychangeisnecessary Communicateconstantlyandhonestly Fosterasmuchemployeeparticipationaspossible getallemployeescommitted Encourageemployeestobeflexible Removethosewhoresistandcannotbechanged Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 12 23 StimulatingInnovation CreativityTheabilitytocombineideasinauniquewayortomakeanunusualassociation InnovationTurningtheoutcomesofthecreativeprocessintousefulproducts services orworkmethods Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 12 24 Exhibit12 9World sMostInnovativeCompanies Source TheWorld sMostInnovativeCompaniesbyRegion BusinessWeek BusinessWeekOnline April15 2008 Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 12 25 Exhibit12 10SystemsViewofInnovation Source AdaptedfromR W Woodman J E Sawyer andR W Griffin TowardaTheoryofOrganizationalCreativity AcademyofManagementReview April1993 p 309 Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 12 26 Exhibit12 11InnovationVariables Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 12 27 StimulatingInnovation StructuralVariablesAdoptanorganicstructureMakeavailableplentifulresourcesEngageinfrequentinter unitcommunicationMinimizeextremetimepressuresoncreativeactivitiesProvideexplicitsupportforcreativity Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 12 28 StimulatingInnovation cont d CulturalVariablesAcceptambiguityToleratetheimpracticalHavelowexternalcontrolsToleraterisktakingTolerateconflictFocusonendsratherthanmeansDevelopanopen systemfocusProvide