Managing Change and Innovation 13(ppt 18页).ppt

PowerPointPresentationbyCharlieCookCopyright2005PrenticeHall,Inc.Allrightsreserved.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,132,LEARNINGOUTLINEFollowthisLearningOutlineasyoureadandstudythischapter.,WhatIsChange?Defineorganizationalchange.Explainhowmanagersareaffectedbychange.ForcesforChangeDiscusstheexternalandinternalforcesforchange.Contrastinternalandexternalchangeagents.TwoViewsoftheChangeProcessContrastthecalmwatersandwhite-waterrapidsmetaphorsofchange.ExplainLewinsthree-stepmodelofthechangeprocess.Discusstheenvironmentthatmanagersfacetoday.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,133,LEARNINGOUTLINE(contd)FollowthisLearningOutlineasyoureadandstudythischapter.,ManagingChangeExplainhowmanagersmightchangestructure,technology,andpeople.Describewhypeopleresistchangeandhowresistancemightbemanaged.ContemporaryIssuesinManagingChangeExplainwhychangingorganizationalcultureissodifficultandhowmanagerscandoit.Describeemployeestressandhowmanagerscanhelpemployeesdealwithstress.Discusswhatittakestomakechangehappensuccessfully.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,134,LEARNINGOUTLINE(contd)FollowthisLearningOutlineasyoureadandstudythischapter.,StimulatingInnovationTellwhyinnovateisntjustcreativity.Explainthesystemsviewofinnovation.Describethestructural,cultural,andhumanresourcevariablesthatarenecessaryforinnovation.Explainwhatideachampionsareandwhytheyreimportanttoinnovation.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,135,WhatIsChange?,OrganizationalChangeAnyalterationsinthepeople,structure,ortechnologyofanorganizationCharacteristicsofChangeIsconstantyetvariesindegreeanddirectionProducesuncertaintyyetisnotcompletelyunpredictableCreatesboththreatsandopportunitiesManagingchangeisanintegralpartofeverymanagersjob.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,136,ForcesforChange,ExternalforcesMarketplaceGovernmentallawsandregulationsTechnologyLabormarketEconomicchanges,InternalForcesChangesinorganizationalstrategyWorkforcechangesNewequipmentEmployeeattitudes,Copyright2005PrenticeHall,Inc.Allrightsreserved.,137,TheManagerasChangeAgent,ChangeAgentsPeoplewhoactascatalystsandassumetheresponsibilityforchangingprocessarecalledchangeagents.TypesofChangeAgentsManagers:internalentrepreneursNonmanagers:changespecialistsOutsideconsultants:changeimplementationexperts,Copyright2005PrenticeHall,Inc.Allrightsreserved.,138,ChangeProcessViewpoints,TheCalmWatersMetaphorLewinsdescriptionofthechangeprocessasabreakintheorganizationsequilibriumstateUnfreezingthestatusquoChangingtoanewstateRefreezingtomakethechangepermanentWhite-WaterRapidsMetaphorThelackofenvironmentalstabilityandpredictabilityrequiresthatmanagersandorganizationscontinuallyadapt(managechangeactively)tosurvive.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,139,TypesofChange,StructuralChangingtheorganizationsstructureoritsstructuralcomponentsTechnologicalAdoptingnewequipmentoroperatingmethodsthatdisplaceoldskillsandrequirenewonesAutomationReplacingcertaintasksdonebypeoplewithmachinesWorkforceChangingattitudes,expectations,perceptions,andbehaviorsoftheworkforce,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1310,ManagingResistancetoChange,WhyPeopleResistChange?TheambiguityanduncertaintythatchangeintroducesThecomfortofoldhabitsAconcernoverpersonallossofstatus,money,authority,friendships,andpersonalconvenienceTheperceptionthatchangeisincompatiblewiththegoalsandinterestoftheorganization,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1311,IssuesinManagingChange(contd),ChangingOrganizationalCulturesCulturesarenaturallyresistanttochangeConditionsthatfacilitateculturalchange:TheoccurrenceofadramaticcrisisLeadershipchanginghandsAyoung,flexible,andsmallorganizationAweakorganizationalculture,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1312,IssuesinManagingChange,HandlingEmployeeStressduetoChangeStressThephysicalandpsychologicaltensionanindividualfeelswhenconfrontedwithextraordinarydemands,constraints,oropportunitiesandtheirassociatedimportanceanduncertainties.FunctionalStressStressthathasapositiveeffectonperformance.HowPotentialStressBecomesActualStressThereisuncertaintyovertheoutcomeWhentheoutcomeisimportant,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1313,IssuesinManagingChange,ReducingStressEngageinproperemployeeselectionMatchemployeesKSAstojobsTDRsUserealisticjobinterviewsforreduceambiguityImproveorganizationalcommunicationsDevelopaperformanceplanningprogramUsejobredesignProvideacounselingprogramOffertimeplanningmanagementassistanceSponsorwellnessprograms,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1314,IssuesinManagingChange,MakingChangeHappenSuccessfullyEmbracechangebecomeachange-capableorganization.Createasimple,compellingmessageexplainingwhychangeisnecessary.Communicateconstantlyandhonestly.FosterasmuchemployeeparticipationaspossiblegetallemployeescommittedEncourageemployeestobeflexibleRemovethosewhoresistandcannotbechanged.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1315,StimulatingInnovation,CreativityTheabilitytocombineideasinauniquewayortomakeanunusualassociation.InnovationTurningtheoutcomesofthecreativeprocessintousefulproducts,services,orworkmethods,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1316,Creatingthe“Right”EnvironmentforInnovation,StructuralVariablesAdoptanorganicstructureMakeavailableplentifulresourcesEngageinfrequentinterunitcommunicationMinimizeextremetimepressuresoncreativeactivitiesProvideexplicitsupportforcreativity,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1317,Creatingthe“Right”EnvironmentforInnovation(contd),CulturalVariablesAcceptambiguityToleratetheimpracticalHavelowexternalcontrolsToleraterisktakingTolerateconflictFocusonendsratherthanmeansDevelopanopen-systemfocus