管理学罗宾斯第11版06

CompareandcontrastviewsonthechangeprocessClassifytypesoforganizationalchangeExplainhowtomanageresistancetochangeDiscusscontemporaryissuesinmanagingchangeDescribetechniquesforstimulatinginnovationTheChangeProcessTheCalmWatersMetaphorLewin’sdescriptionofthechangeprocessasabreakintheorganization’sequilibriumstate.UnfreezingthestatusquoChangingtoanewstateRefreezingtomakethechangepermanentWhite-WaterRapidsMetaphorThelackofenvironmentalstabilityandpredictabilityrequiresthatmanagersandorganizationscontinuallyadapt(managechangeactively)tosurvive.Exhibit6-1:ExternalandInternal

ForcesforChangeOrganizationalChangeand

ChangeAgentsOrganizationalChange-anyalterationsinthepeople,structure,ortechnologyofanorganization.ChangeAgents-personswhoactascatalystsandassumetheresponsibilityformanagingthechangeprocess.TypesofChangeAgentsManagers:internalentrepreneursNonmanagers:changespecialistsOutsideconsultants:changeimplementationexpertsExhibit6-2:TheThree-StepChangeProcessTypesofChangeStructureChanginganorganization’sstructuralcomponentsoritsstructuraldesignTechnologyAdoptingnewequipment,tools,oroperatingmethodsthatdisplaceoldskillsandrequirenewonesAutomation-replacingcertaintasksdonebypeoplewithmachinesComputerizationPeopleChangingattitudes,expectations,perceptions,andbehaviorsoftheworkforceExhibit6-3:ThreeTypesofChangeOrganizationalDevelopmentOrganizationalDevelopment(OD)-techniquesorprogramstochangepeopleandthenatureandqualityofinterpersonalworkrelationships.GlobalOD-ODtechniquesthatworkforU.S.organizationsmaybeinappropriateinothercountriesandcultures.Exhibit6-4:PopularODTechniquesManagingResistancetoChangeWhyPeopleResistChangeTheambiguityanduncertaintythatchangeintroducesThecomfortofoldhabitsAconcernoverpersonallossofstatus,money,authority,friendships,andpersonalconvenienceTheperceptionthatchangeisincompatiblewiththegoalsandinterestoftheorganizationExhibit6-5:TechniquesforReducing

ResistancetoChangeChangingOrganizationalCultureCulturesarenaturallyresistanttochange.Conditionsthatfacilitateculturalchange:TheoccurrenceofadramaticcrisisLeadershipchanginghandsAyoung,flexible,andsmallorganizationAweakorganizationalcultureExhibit6-6:ChangingCultureStressandStressorsStress-theadversereactionpeoplehavetoexcessivepressureplacedonthemfromextraordinarydemands,constraints,oropportunities.Stressors-factorsthatcausestress.WhatCausesStress?RoleConflicts-workexpectationsthatarehardtosatisfy.RoleOverload-havingmoreworktoaccomplishthantimepermits.RoleAmbiguity-whenroleexpectationsarenotclearlyunderstood.PersonalFactorsCausingStressTypeApersonality-peoplewhohaveachronicsenseofurgencyandanexcessivecompetitivedrive.TypeBpersonality-peoplewhoarerelaxedandeasygoingandacceptchangeeasily.Exhibit6-7:SymptomsofStressStimulatingInnovationCreativity-theabilitytocombineideasinauniquewayortomakeanunusualassociation.Innovation-turningtheoutcomesofthecreativeprocessintousefulproducts,services,orworkmethods.StimulatingInnovation(cont.)IdeaChampions-individualswhoactivelyandenthusiasticallysupportnewideas,buildsupport,overcomeresistance,andensurethatinnovationsareimplemented.Exhibit6-8:Change-CapableOrganizationsExhibit6-9:World’sMost

InnovativeCompaniesStructuralVariablesAdoptanorganicstructureMakeavailableplentifulresourcesEngageinfrequentinter-unitcommunicationMinimizeextremetimepressuresoncreativeactivitiesProvideexplicitsupportforcreativityCulturalVariablesAcceptambiguityToleratetheimpracticalHavelowexternalcontrolsToleraterisktakingTolerateconflictFocusonendsratherthanmeansDevelopanopen-systemfocusProvidepositivefeedbackHumanResourceVariablesActivelypromotetraininganddevelopmenttokeepemployees’skillscurrentOfferhighjobsecuritytoencour