管理学教材罗宾斯英文原版指南13

CHAPTERTHIRTEENMANAGINGCHANGEANDINNOVATION13LECTUREOUTLINEINTRODUCTIONWHATISCHANGEFORCESFORCHANGEEXTERNALFORCESTECHNOLOGYECONOMICCHANGESINTERNALFORCESTHEMANAGERASCHANGEAGENTTWOVIEWSOFTHECHANGEPROCESSTHECALMWATERSMETAPHORTHEWHITEWATERRAPIDSMETAPHORPUTTINGTHETWOVIEWSINPERSPECTIVEMANAGINGCHANGETYPESOFCHANGECHANGINGSTRUCTURECHANGINGTECHNOLOGYCHANGINGPEOPLEDEALINGWITHRESISTANCETOCHANGEWHYPEOPLERESISTCHANGETECHNIQUESFORREDUCINGRESISTANCEEDUCATIONANDCOMMUNICATIONPARTICIPATIONFACILITATIONANDSUPPORTNEGOTIATIONMANIPULATIONANDCOOPTATIONCOERCIONCONTEMPORARYISSUESINMANAGINGCHANGECHANGINGORGANIZATIONALCULTURESUNDERSTANDINGTHESITUATIONALFACTORSHOWCANCULTURALCHANGEBEACCOMPLISHEDCONTINUOUSQUALITYIMPROVEMENTPROGRAMSVERSUSPROCESSREENGINEERINGCONTINUOUSQUALITYIMPROVEMENTPROGRAMSPROCESSREENGINEERINGHANDLINGEMPLOYEESTRESSWHATISSTRESSCAUSESOFSTRESSSIGNSOFSTRESSREDUCINGSTRESSSTIMULATINGINNOVATIONCREATIVITYVERSUSINNOVATIONSTIMULATINGANDNURTURINGINNOVATIONSTRUCTURALVARIABLESCULTURALVARIABLESCHANGEITSACONSTANTTHATORGANIZATIONSANDMANAGERSFACEINTHECHAPTEROPENINGMANAGERSDILEMMA,FRANCISCOSANCHEZLOAEZA,PANAMCOSCHAIRMANANDCEO,ISCONSTANTLYCONFRONTINGCHANGEPANAMCOISLATINAMERICASLARGESTCOCACOLABOTTLERANDDISTRIBUTORANDISAVITALPARTOFCOKESGLOBALOPERATIONSSANCHEZLOAEZAPROCLAIMSTHATHISMOSTIMPORTANTMANAGERIALRESPONSIBILITYISKEEPINGTHECOMPANYSEMPLOYEESFOCUSEDONSUCCESSFULPERFORMANCEINASEAOFCHANGEMANAGERSATPANAMCOAREALWAYSENCOURAGEDTOFOCUSONFLEXIBILITY,GOODCOMMUNICATIONS,ANDQUICKREACTIONHOWEVER,ALTHOUGHPANAMCOSMANAGERSAPPRECIATEANDSUPPORTTHENEEDFORCONTINUALADAPTATIONTOMARKETPLACEDEMANDS,REGULARNONMANAGERIALEMPLOYEESOFTENDONTUNDERSTANDWHYSOMUCHCHANGEISNECESSARYHOWWOULDYOUEDUCATEYOUREMPLOYEESABOUTTHEIMPORTANCEANDNECESSITYOFCHANGETHISCHAPTERCOVERSTHEMANAGERSROLEINMANAGINGCHANGEANDINNOVATIONHUMANRESOURCEVARIABLESMANYPOWERPOINTSLIDES,INCLUDINGBOTHORIGINALTEXTARTANDNEWLYCREATEDIMAGES,HAVEBEENDEVELOPEDANDAREAVAILABLEFORYOUTOCOORDINATEWITHCHAPTER13MATERIALSPRESENTATIONANNOTATEDOUTLINE1INTRODUCTIONCHANGEHASALWAYSBEENAPARTOFAMANAGERSJOBMANAGINGCHANGEANDINNOVATIONARETHEFOCUSOFTHISCHAPTERNOTESEDUCATIONALMATERIALSTOUSE2WHATISCHANGEORGANIZATIONALCHANGEISDEFINEDASANYALTERATIONINPEOPLE,STRUCTURE,ORTECHNOLOGYCHANGEISEVERPRESENTINORGANIZATIONSANDCANNOTBEELIMINATEDINSTEAD,WENEEDTOLOOKATTHEKEYISSUESRELATEDTOMANAGINGCHANGENOTESEDUCATIONALMATERIALSTOUSE3FORCESFORCHANGETHEREAREEXTERNALANDINTERNALFORCESTHATCREATETHENEEDFORCHANGEAEXTERNALFORCESTHATCREATETHENEEDFORCHANGECOMEFROMVARIOUSSOURCES1THEMARKETPLACE2GOVERNMENTLAWSANDREGULATIONS3TECHNOLOGY4LABORMARKETS5ECONOMICCHANGESNOTESEDUCATIONALMATERIALSTOUSEBINTERNALFORCESTENDTOORIGINATEPRIMARILYFROMTHEINTERNALOPERATIONSOFTHEORGANIZATIONORFROMTHEIMPACTOFEXTERNALCHANGES1CHANGESINSTRATEGY2CHANGESINTHEWORKFORCE3NEWEQUIPMENT4CHANGEINEMPLOYEEATTITUDESNOTESEDUCATIONALMATERIALSTOUSECTHEMANAGERASCHANGEAGENTTHEMANAGERMAYACTASACHANGEAGENT,WHICHISANINDIVIDUALWHOACTSASACATALYSTANDMANAGESTHECHANGEPROCESSNOTESEDUCATIONALMATERIALSTOUSE4TWOVIEWSOFTHECHANGEPROCESSTWOVERYDIFFERENTMETAPHORSCANBEUSEDTODESCRIBETHECHANGEPROCESSATHECALMWATERSMETAPHORCHARACTERIZESTHEPROCESSOFCHANGEASBEINGLIKEASHIPCROSSINGACALMSEAITSBESTILLUSTRATEDBYLEWINSTHREESTEPPROCESSFORCHANGESEEEXHIBIT131ONP3401UNFREEZINGTHEEQUILIBRIUMISTHEFIRSTSTEPTHISCANBEACCOMPLISHEDINONEOFTHREEWAYSAINCREASINGDRIVINGFORCES,WHICHDIRECTBEHAVIORAWAYFROMTHESTATUSQUOBDECREASINGRESTRAININGFORCES,WHICHHINDERMOVEMENTFROMTHEEXISTINGEQUILIBRIUMCCOMBININGTHETWOAPPROACHES2THENEXTSTEPISTOIMPLEMENTTHECHANGEITSELF3THEFINALSTEPISTOREFREEZETHESITUATIONNOTESEDUCATIONALMATERIALSTOUSEBTHEWHITEWATERRAPIDSMETAPHORDESCRIBESCHANGETHATTAKESPLACEINUNCERTAINANDDYNAMICENVIRONMENTSNOTESEDUCATIONALMATERIALSTOUSECIFWEPUTTHETWOVIEWSINPERSPECTIVE,WEMUSTNOTETHATNOTEVERYMANAGERFACESAWORLDOFCONSTANTANDCHAOTICCHANGEHOWEVER,THENUMBEROFMANAGERSWHODONTFACETHISTYPEOFENVIRONMENTISDWINDLINGFASTNOTESEDUCATIONALMATERIALSTOUSE5MANAGINGCHANGEATYPESOFCHANGETHEMANAGERSOPTIONSFORCHANGEESSENTIALLYFALLINTOTHREECATEGORIESSTRUCTURE,TECHNOLOGY,ANDPEOPLESEEEXHIBIT132ONP3431CHANGINGSTRUCTUREAMANAGERSCANALTERONEORMOREOFTHESTRUCTURALCOMPONENTSSUCHASWORKSPECIALIZATION,DEPARTMENTALIZATION,CHAINOFCOMMAND,SPANOFCONTROL,CENTRALIZATIONANDDECENTRALIZATION,ANDFORMALIZATIONBSTRUCTURALDESIGNTHEDESIGNOFTHEORGANIZATIONALSTRUCTURECANBECHANGEDTOMEETNEWDEMANDSNOTESEDUCATIONALMATERIALSTOUSE2CHANGINGTECHNOLOGYACOMPETITIVEFACTORSORNEWINNOVATIONSOFTENREQUIREINTRODUCTIONOFNEWEQUIPMENT,TOOLS,OROPERATINGMETHODSBAUTOMATIONISATECHNOLOGICALCHANGETHATREPLACESCERTAINTASKSDONEBYPEOPLEWITHMACHINESCCOMPUTERIZATIONHASPROBABLYBEENTHEMOSTVISIBLETECHNOLOGICALCHANGEINRECENTYEARSNOTESEDUCATIONALMATERIALSTOUSE3CHANGINGPEOPLEISTHETHIRDANDFINALOPTIONSEEEXHIBIT133ONP345AORGANIZATIONALDEVELOPMENTFOCUSESONTECHNIQUESORPROGRAMSTOCHANGEPEOPLEANDTHENATUREANDQUALITYOFINTERPERSONALWORKRELATIONSHIPSBSENSITIVITYTRAININGISAMETHODOFCHANGINGBEHAVIORTHROUGHUNSTRUCTUREDGROUPINTERACTIONCSURVEYFEEDBACKISATECHNIQUEFORASSESSINGATTITUDES,IDENTIFYINGDISCREPANCIESINTHEM,ANDRESOLVINGTHEDIFFERENCESBYUSINGSURVEYINFORMATIONINFEEDBACKGROUPSDPROCESSCONSULTATIONINVOLVESHELPGIVENBYANOUTSIDECONSULTANTTOAMANAGERINPERCEIVING,UNDERSTANDING,ANDACTINGUPONINTERPERSONALPROCESSESETEAMBUILDINGINCLUDESINTERACTIONAMONGMEMBERSOFWORKTEAMSTOLEARNHOWEACHMEMBERTHINKSANDWORKSFINTERGROUPDEVELOPMENTINVOLVESCHANGINGTHEATTITUDES,STEREOTYPES,ANDPERCEPTIONSTHATWORKGROUPSHAVEOFEACHOTHERNOTESEDUCATIONALMATERIALSTOUSEBDEALINGWITHRESISTANCETOCHANGEORGANIZATIONSCANBUILDUPINERTIATHATDRIVESTHEMTORESISTCHANGE1WHYPEOPLERESISTCHANGEAUNCERTAINTYBCONCERNOVERPERSONALLOSSCBELIEFTHATTHECHANGEISNOTINTHEBESTINTERESTOFTHEORGANIZATIONNOTESEDUCATIONALMATERIALSTOUSE2TECHNIQUESFORREDUCINGRESISTANCESEEEXHIBIT134ONP347SIXTACTICSHAVEBEENPROPOSEDFORUSEBYMANAGERSINDEALINGWITHRESISTANCETOCHANGEAEDUCATIONANDCOMMUNICATIONBPARTICIPATIONCFACILITATIONANDSUPPORTDNEGOTIATIONEMANIPULATIONANDCOOPTATIONFCOERCIONNOTESEDUCATIONALMATERIALSTOUSEMANAGINGYOURCAREERREINVENTYOURSELFTHEONLYCONSTANTTHINGABOUTCHANGEISTHATITISCONSTANTTHEWORKPLACESEEMSTOCHANGEALMOSTCONTINUOUSLYBEINGPREPAREDMEANSTHEEMPLOYEEMUSTTAKETHEINITIATIVEANDBERESPONSIBLEFORHISORHEROWNPERSONALCAREERDEVELOPMENTUPGRADINGSKILLSTOKEEPTHEMCURRENTISONEOFTHEMOSTIMPORTANTTHINGSANEMPLOYEECANDOTOREINVENTHIMSELFORHERSELFORGANIZATIONALCHANGEPROVIDESEMPLOYEESWITHTHEOPPORTUNITYTOTAKEADVANTAGEOFCHANGES,ASLONGASTHEYAREWILLINGTOCONTINUALLYREINVENTTHEMSELVESENCOURAGESTUDENTSTOBRAINSTORMWHEN,HOW,ANDHOWOFTENTHEYWILLNEEDTOREINVENTTHEMSELVESTOSTAYVITALANDABLETOTAKEADVANTAGEOFORGANIZATIONALOPPORTUNITIESINTHEIRRESPECTIVEBUSINESSFIELDSAND/OROCCUPATIONS6CONTEMPORARYISSUESINMANAGINGCHANGETHEREARESOMECRITICALCHANGEISSUESTHATWILLAFFECTMANAGERSINTHE21STCENTURYACHANGINGORGANIZATIONALCULTURESISONEOFTHOSEISSUESIFANORGANIZATIONSCULTUREBECOMESINAPPROPRIATE,ITMAYNEEDTOBECHANGED1UNDERSTANDINGTHESITUATIONALFACTORSCANHELPFACILITATECULTURALCHANGETHEFOLLOWINGCONDITIONSSTIMULATECULTURALCHANGEAADRAMATICCRISISOCCURSBTHERESACHANGEINLEADERSHIPCTHEORGANIZATIONISYOUNGANDSMALLDTHECULTUREISWEAK2CULTURALCHANGECANBEACCOMPLISHEDBYAPPROACHINGITUSINGASERIESOFSTEPSSEEEXHIBIT135ONP349ACONDUCTACULTURALANALYSISBMAKETHECRISISVISIBLECAPPOINTNEWLEADERSHIPWITHANEWVISIONDINITIATEAREORGANIZATIONEINTRODUCENEWSTORIESANDRITUALSTHATCONVEYTHENEWVISIONFCHANGESELECTIONANDSOCIALIZATIONPROCESSESANDTHEEVALUATIONANDREWARDSYSTEMSNOTESEDUCATIONALMATERIALSTOUSEMANAGINGWORKFORCEDIVERSITYTHEPARADOXOFDIVERSITYWHENORGANIZATIONSBRINGDIVERSEINDIVIDUALSINANDSOCIALIZETHEMINTOTHECULTURE,APARADOXISCREATEDMANAGERSWANTTHESENEWEMPLOYEESTOACCEPTTHEORGANIZATIONSCORECULTURALVALUES,WHILERETAININGTHEIROWNDIVERSEPERSPECTIVESANDIDEASAMANAGERSCHALLENGEINTHISPARADOXOFDIVERSITYISTOBALANCETWOCONFLICTINGGOALSTOENCOURAGEEMPLOYEESTOACCEPTTHEORGANIZATIONSDOMINANTVALUESANDTOENCOURAGEEMPLOYEESTOACCEPTDIFFERENCESENCOURAGESTUDENTSTODISCUSS,EVENIFITISASECONDTIME,THEPOSITIVEASPECTAND/ORBENEFITSOFHAVINGADIVERSEWORKFORCEWHATADVANTAGESDOESTHEORGANIZATIONGAINFROMDIVERSITYWHATCHALLENGESAREPRESENTWITHADIVERSEWORKFORCEBCONTINUOUSQUALITYIMPROVEMENTPROGRAMSVERSUSPROCESSREENGINEERINGSEEEXHIBIT136ONP350FORASUMMARYOFKEYDIFFERENCESBETWEENTHETWOAPPROACHES1CONTINUOUSQUALITYIMPROVEMENTPROGRAMSARELYONCONTINUOUS,SMALL,ANDINCREMENTALCHANGESTOIMPROVEACTIVITIESTHATAREBASICALLYOKBTHESEPROGRAMSARECOMPATIBLEWITHTHECALMWATERSMETAPHORCPARTICIPATIVEDECISIONMAKINGFROMTHEBOTTOMLEVELSUPISIMPORTANTINBOTHPLANNINGANDIMPLEMENTINGTHISTYPEOFPROGRAMNOTESEDUCATIONALMATERIALSTOUSE2PROCESSREENGINEERINGATODAYSDYNAMIC“WHITEWATERRAPIDS”WORLDDEMANDSANEWKINDOFCHANGEAGENTONEWHOCANTHROWOUTCONVENTIONALWISDOMANDINITIATERADICALCHANGEBTURBULENTTIMESDEMANDREVOLUTIONARY,NOTORDERLYCHANGECREENGINEERINGISNOTAREPLACEMENTFORANYOTHERORGANIZATIONALCHANGEEFFORTSINSTEAD,ITSPROBABLYTHEFIRSTSTEPINCHANGINGDPROCESSREENGINEERINGREQUIRESSIGNIFICANTHANDSONINPUTFROMMANAGERSANDWORKERSANDPARTICIPATIVEDECISIONMAKING3REENGINEERINGISNTJUSTANOTHERTERMFORTQMALTHOUGHBOTHAREFOCUSEDONORGANIZATIONALCHANGE,THEGOALSANDMEANSTHEYUSEARECLEARLYDIFFERENTSEEEXHIBIT136ONP350NOTESEDUCATIONALMATERIALSTOUSECTHELASTCONTEMPORARYCHANGEISSUEWEREGOINGTOLOOKATISHANDLINGEMPLOYEESTRESSCHANGECANCREATESTRESS1STRESSISDEFINEDASADYNAMICCONDITIONINWHICHANINDIVIDUALISCONFRONTEDWITHANOPPORTUNITY,CONSTRAINT,ORDEMANDRELATEDTOWHATHEORSHEDESIRESANDFORWHICHTHEOUTCOMEISPERCEIVEDTOBEBOTHUNCERTAINANDIMPORTANT2CAUSESOFSTRESSCANBEFOUNDINPERSONALFACTORSANDJOBRELATEDFACTORSSEEEXHIBIT137ONP3523SIGNSOFSTRESSCANBEFOUNDINTHREEDIFFERENTCATEGORIESSEEEXHIBIT138ONP352APHYSIOLOGICALPHYSICALFACTORSBPSYCHOLOGICALFACTORSCBEHAVIORALFACTORS4REDUCINGSTRESSCANBEDONETHROUGHVARIOUSMETHODSAEMPLOYEESELECTIONPLAYSANIMPORTANTROLEINPREVENTINGSOMEJOBRELATEDSTRESSBEMPLOYEECOUNSELINGCANPROVIDESTRESSRELIEFCTIMEMANAGEMENTPROGRAMSMAYBEHELPFULINSORTINGOUTEMPLOYEEPRIORITIESDPHYSICALACTIVITYPROGRAMSCANALSOBEUSEFULEJOBREDESIGNTHATINCREASEOPPORTUNITIESFOREMPLOYEEPARTICIPATIONANDSOCIALSUPPORTCANLESSENSTRESSTHINKINGCRITICALLYABOUTETHICSORGANIZATIONALSTRESSREDUCTIONPROGRAMSMANYORGANIZATIONSPROVIDESTRESSREDUCTIONPROGRAMS,ALTHOUGHMANYEMPLOYEESCHOOSENOTTOPARTICIPATEWHYTHISCRITICALTHINKINGEXERCISEASKSSTUDENTSTOEXAMINETHISPARADOXWHENEMPLOYEESNEEDSTRESSREDUCTIONPROGRAMSTHEMOST,THEYREOFTENRELUCTANTTOUTILIZETHEMIFYOUWANTTOMAKETHISEXERCISEMOREINTENSIVE,YOUCOULDHAVESTUDENTSDOSOMERESEARCHONORGANIZATIONALSTRESSREDUCTIONPROGRAMS,HEALTHYLIVINGPROGRAMS,ORPHYSICALFITNESSPROGRAMSTHENTHEYCOULDEXAMINETHEETHICALISSUESSURROUNDINGSUCHPROGRAMSNOTESEDUCATIONALMATERIALSTOUSE7STIMULATINGINNOVATIONINNOVATIONISIMPORTANTTOORGANIZATIONALSUCCESSINTHEMARKETPLACEACREATIVITYVERSUSINNOVATIONTHEREISADIFFERENCEBETWEENCREATIVITYANDINNOVATION1CREATIVITYISTHEABILITYTOCOMBINEIDEASINAUNIQUEWAYORTOMAKEUNUSUALASSOCIATIONSBETWEENIDEAS2INNOVATIONISTHEPROCESSOFTAKINGACREATIVEIDEAANDTURNINGITINTOAUSEFULPRODUCT,SERVICE,ORMETHODOFOPERATIONNOTESEDUCATIONALMATERIALSTOUSEMANAGINGINANEBUSINESSWORLDNURTURINGINNOVATIONINANEBUSINESSALTHOUGHINNOVATIONISIMPORTANTFORALLORGANIZATIONS,ITSABSOLUTELYCRITICALFOREBUSINESSES,ASCHANGEISCONTINUAL,UNPREDICTABLE,ANDSUDDENTHISBOXEXAMINESTHENEEDFORINNOVATIONINEBUSINESS,ASWELLASTHEORGANIZATIONALFACTORSOFSTRUCTURE,CULTURE,ANDHUMANRESOURCESTHATENABLEINNOVATIONINEBUSINESSBSTIMULATINGANDNURTURINGINNOVATIONHOWCANMANAGERSFOSTERINNOVATIONBYUSINGTHESYSTEMSMODEL,WECANSEEHOWTOFOSTERINNOVATIONSEEEXHIBIT139ONP355THREESETSOFVARIABLESHAVEBEENFOUNDTOSTIMULATEINNOVATIONSEEEXHIBIT1310ONP3561STRUCTURALVARIABLESCANBESUMMARIZEDASFOLLOWSAORGANICSTRUCTURESPOSITIVELYINFLUENCEINNOVATIONBTHEEASYAVAILABILITYOFORGANIZATIONALRESOURCESPROVIDESACRITICALBUILDINGBLOCKFORINNOVATIONCFREQUENTINTERUNITCOMMUNICATIONHELPSBREAKDOWNBARRIERSTOINNOVATION2CULTURALVARIABLESSHOWTHATANINNOVATIVECULTUREISLIKELYTOBECHARACTERIZEDBYTHEFOLLOWINGAACCEPTANCEOFAMBIGUITYBTOLERANCEOFTHEIMPRACTICALCLOWEXTERNALCONTROLSDTOLERANCEOFRISKETOLERANCEOFCONFLICTFFOCUSONENDSRATHERTHANMEANSGOPENSYSTEMSFOCUS3HUMANRESOURCESVARIABLESAREINDICATIVEOFTHEIMPORTANTROLETHATPEOPLEPLAYININNOVATIVEORGANIZATIONSAINNOVATIVEORGANIZATIONSACTIVELYPROMOTETHETRAININGANDDEVELOPMENTOFTHEIREMPLOYEESSOTHEIRKNOWLEDGEREMAINSCURRENTBINNOVATIVEORGANIZATIONSOFFEREMPLOYEESHIGHJOBSECURITYCINNOVATIVEORGANIZATIONSENCOURAGEINDIVIDUALSTOBECOMEIDEACHAMPIONSINDIVIDUALSWHOACTIVELYANDENTHUSIASTICALLYSUPPORTANEWIDEA,BUILDSUPPORT,OVERCOMERESISTANCE,ANDENSURETHATTHEINNOVATIONISIMPLEMENTEDNOTESEDUCATIONALMATERIALSTOUSEANSWERSTOTESTINGTESTING1,2,31WHYISHANDLINGCHANGEANINTEGRALPARTOFEVERYMANAGERSJOBHANDLINGCHANGEISANINTEGRALPARTOFTHEMANAGERSJOBBECAUSECHANGEISANORGANIZATIONALREALITYFORALLMANAGERS2WHATEXTERNALANDINTERNALFORCESCREATETHENEEDFORORGANIZATIONSTOCHANGEEXTERNALFORCESTHATCREATETHENEEDFORCHANGEINCLUDECHANGESINTHEMARKETPLACE,GOVERNMENTLAWSANDREGULATIONS,TECHNOLOGY,THEFLUCTUATIONINLABORMARKETS,ANDECONOMICCHANGEINTERNALFORCESINCLUDETHEORGANIZATIONSSTRATEGY,WORKFORCECOMPOSITIONCHANGES,THEINTRODUCTIONOFNEWEQUIPMENT,ANDEMPLOYEEATTITUDESHIFTSANSWERSTOTESTINGTESTING1,2,3CONTINUED3WHOARECHANGEAGENTS,ANDWHATROLEDOTHEYPLAYINTHECHANGEPROCESSANYMANAGERCANBEACHANGEAGENT,SOMEONEWHOACTSASACATALYSTFORCHANGEANDASSUMESRESPONSIBILITYFORMANAGINGTHECHANGEPROCESS4WHATTYPESOFCHANGECANMANAGERSMAKEINORGANIZATIONSTHEMANAGERSOPTIONSFORCHANGEESSENTIALLYFALLINTOTHREECATEGORIESSTRUCTURE,TECHNOLOGY,ANDPEOPLE5WHYDOPEOPLERESISTCHANGEPEOPLERESISTCHANGEFORTHREEREASONSUNCERTAINTY,CONCERNOVERPERSONALLOSS,ANDTHEBELIEFTHATTHECHANGEISNOTINTHEORGANIZATIONSBESTINTEREST6DESCRIBETHETECHNIQUESFORREDUCINGRESISTANCETOCHANGETECHNIQUESFORREDUCINGRESISTANCEINCLUDEEDUCATIONANDCOMMUNICATIONGIVINGEMPLOYEESTHEFULLFACTSANDCLARIFICATION,PARTICIPATIONBRINGINGOPPONENTSINTOTHEDECISIONPROCESS,FACILITATIONANDSUPPORTCOUNSELINGANDTHERAPY,TRAINING,ORALEAVEOFABSENCE,NEGOTIATIONEXCHANGINGSOMETHINGOFVALUEFORAREDUCTIONINRESISTANCE,MANIPULATIONCOVERTATTEMPTSTOINFLUENCE,COOPTATION“BUYINGOFF”THELEADERSOFARESISTANCEGROUPBYGIVINGTHEMAKEYROLEINTHEDECISION,ANDCOERCIONUSINGDIRECTTHREATSOFFORCE,WHICHISVERYOFTENILLEGAL7WHATSITUATIONALFACTORSMIGHTFACILITATECULTURALCHANGEINANORGANIZATIONSITUATIONALFACTORSTHATFACILITATECULTURALCHANGEINCLUDEADRAMATICCRISISACHANGEOFLEADERSHIP,AGE,ANDSIZEOFTHEORGANIZATIONANDAWEAKEXISTINGCULTURE8HOWCANCULTURALCHANGEBEIMPLEMENTEDCULTURALCHANGECANBEACCOMPLISHEDBYTHESESTEPSCONDUCTACULTURALANALYSIS,MAKEITCLEARTOEMPLOYEESTHATSURVIVALISATSTAKE,APPOINTNEWLEADERSHIPWITHANEWVISION,INITIATEAREORGANIZATION,INTRODUCENEWSTORIESANDRITUALS,ANDCHANGETHESELECTIONANDSOCIALIZATIONPROCESSESANDTHEEVALUATIONANDREWARDSYSTEMS9CONTRASTCONTINUOUSQUALITYIMPROVEMENTPROGRAMSANDREENGINEERINGCONTINUOUSQUALITYIMPROVEMENTPROGRAMSARECHARACTERIZEDBYCONTINUOUSINCREMENTALCHANGE,FIXINGANDIMPROVING,FOCUSINGONWHATIS,ANDWORKINGFROMTHEBOTTOMUPINTHEORGANIZATIONREENGINEERINGISARADICALCHANGECHARACTERIZEDBYREDESIGNTHATSTARTSOVERFROMSCRATCH,FOCUSESONWHATCANBE,ANDISINITIATEDBYTOPMANAGEMENT10HOWCANMANAGERSBESTMANAGEADOWNSIZEDWORKPLACEMANAGINGADOWNSIZEDWORKPLACECALLSFORMAINTAININGOPENANDHONESTCOMMUNICATION,OFFERINGSEVERANCEPAYAND/ORBENEFITSFORATIME,ANDPROVIDINGOPPORTUNITIESFORCOUNSELINGTODEALWITHGUILT,ANGER,ANDANXIETY11WHATSIGNSMIGHTINDICATETOAMANAGERTHATANEMPLOYEESSTRESSLEVELISTOOHIGHANEMPLOYEEEXPERIENCINGAHIGHLEVELOFSTRESSMAYBEDEPRESSED,ACCIDENTPRONE,ORARGUMENTATIVEHAVEDIFFICULTYMAKINGROUTINEDECISIONSANDBECOMEEASILYDISTRACTEDSYMPTOMSCANBECATEGORIZEDASPHYSIOLOGICAL,PSYCHOLOGICAL,ORBEHAVIORALANSWERSTOTESTINGTESTING1,2,3CONTINUED12DESCRIBEWHATMANAGERSCANDOTOREDUCEEMPLOYEESTRESSLEVELSMANAGERSNEEDTOMAKESURETHATANEMPLOYEESABILITIESMATCHTHEJOBREQUIREMENTSTHROUGHEMPLOYEESELECTIONIMPROVEDORGANIZATIONALCOMMUNICATIONSWILLHELPREDUCESTRESS,ASWILLAPERFORMANCEPLANNINGPROGRAMSUCHASMBOJOBREDESIGNCANREDUCESTRESSTRACEDTOBOREDOMORWORKOVERLOADIFTHEEMPLOYEESSTRESSORIGINATESFROMPERSONALLIFEFACTORS,THEMANAGERCANOFFERCOUNSELING,TIMEMANAGEMENTPROGRAMS,ORPERHAPSWELLNESSPROGRAMS13DIFFERENTIATEBETWEENCREATIVITYANDINNOVATIONCREATIVITYISTHEABILITYTOCOMBINEIDEASINAUNIQUEWAYORTOMAKEUNUSUALASSOCIATIONSBETWEENIDEASINNOVATIONISTHEPROCESSOFTAKINGACREATIVEIDEAANDTURNINGITINTOAUSEFULPRODUCT,SERVICE,ORMETHODOFOPERATION14HOWCANTHESYSTEMSMODELBEUSEDTOHELPORGANIZATIONSBECOMEMOREINNOVATIVEINTHESYSTEMSMODELWEUSEINPUTSLIKECREATIVEPEOPLEANDGROUPSAND,THROUGHACREATIVEPROCESSORSITUATION,TRANSFORMTHEINPUTSINTOTHEDESIREDOUTPUTSUCHASCREATIVEPRODUCTSTHERIGHTENVIRONMENTISALSOIMPORTANT15DESCRIBETHESPECIFICSTRUCTURAL,CULTURAL,ANDHUMANRESOURCEVARIABLESASSOCIATEDWITHINNOVATIONVARIABLESASSOCIATEDWITHINNOVATIONARESTRUCTURALORGANICSTRUCTURE,ABUNDANTRESOURCES,ANDHIGHINTERUNITCOMMUNICATION,CULTURALACCEPTANCEOFAMBIGUITY,TOLERANCEOFTHEIMPRACTICAL,LOWEXTERNALCONTROLS,TOLERANCEOFRISKS,TOLERANCEOFCONFLICTS,FOCUSONENDS,ANDOPENSYSTEMFOCUS,ANDHUMANRESOURCEHIGHCOMMITMENTTOTRAININGANDDEVELOPMENT,HIGHJOBSECURITY,ANDCREATIVEPEOPLEANSWERSTOTHINKINGABOUTMANAGEMENTISSUES1CANALOWLEVELEMPLOYEEBEACHANGEAGENTIFTHISLOWLEVELEMPLOYEEISALOWLEVELMANAGER,THEN,ITISPOSSIBLETHATHEORSHECOULDACTASACHANGEANALYST,ASANYMANAGERCANBEACHANGEAGENTKEEPINMIND,HOWEVER,THATASORGANIZATIONSEMPOWEREMPLOYEES,THEYMAYBEEMPOWEREDASCHANGEAGENTS,ALSO2INNOVATIONREQUIRESALLOWINGPEOPLETOMAKEMISTAKESHOWEVER,BEINGWRONGTOOMANYTIMESCANBEFATALDOYOUAGREEWHYORWHYNOTWHATARETHEIMPLICATIONSFORNURTURINGINNOVATIONTHISQUESTIONOFFERSANOPPORTUNITYTOSETUPADEBATEINCLASSHAVEHALFOFTHECLASSARGUETHATBEINGWRONGCANBEFATAL,ANDHAVETHEREMAININGHALFOFTHECLASSARGUETHATBEINGWRONGDOESNOTHAVETOBEFATALSTUDENTSMUST,HOWEVER,UNDERSTANDANDBEABLETOINCORPORATETHERELATIONSHIPBETWEENNURTURINGINNOVATIONAND“PUNISHING”FAILUREIFANORGANIZATIONPUNISHESEMPLOYEESFORFAILING,THEEMPLOYEESWILLCEASETO“TAKETHECHANCE”ONANEWINNOVATION,ANDINNOVATIVEACTIVITYWILLDRYUP3HOWAREOPPORTUNITIES,CONSTRAINTS,ANDDEMANDSRELATEDTOSTRESSGIVEANEXAMPLEFOREACHTHISQUESTIONCOULDEVENBEMADEMOREPERSONALFORSTUDENTSBYRELATINGITTOCLASSASSIGNMENTSHAVESTUDENTSGIVEEXAMPLEOFWHENFACULTYMEMBERSHAVEALLOWEDTHEMSITUATIONSOFOPPORTUNITIES,CONSTRAINTS,AND/ORDEMANDSINPREPARINGASSIGNMENTSHAVETHEMIDENTIFYTHELEVELOFSTRESSTHEYFELTEVENENCOURAGEADISCUSSIONONTHEDIFFERENTLEVELSOFSTRESSFELTBYDIFFERENTSTUDENTSFOREXAMPLE,THEOPPORTUNITYTOBECREATIVEINGIVINGAGROUPPRESENTATIONMAYBECONSIDEREDACHALLENGEANDEVENFUNTOONESTUDEN