管理学课件第13章-变革与创新管理Managing-Change-and-Innovation只是课件

管理学课件第13章-变革与创新管理Managing-Change-and-InnovationLEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.ManagingChangeExplainwhypeopleresistchangeandhowresistancemightbemanaged.ContemporaryIssuesinManagingChangeExplainwhychangingorganizationalcultureissodifficultandhowmanagerscandoit.Describeemployeestressandhowmanagerscanhelpemployeesdealwithstress.Discusswhatittakestomakechangehappensuccessfully.13–2LEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.StimulatingInnovationExplainwhyinnovationisn’tjustcreativity.Explainthesystemsviewofinnovation.Describethestructural,cultural,andhumanresourcevariablesthatarenecessaryforinnovation.Explainwhatideachampionsareandwhythey’reimportanttoinnovation.13–3WhatIsChange?OrganizationalChangeAnyalterationsinthepeople,structure,ortechnologyofanorganizationCharacteristicsofChangeIsconstantyetvariesindegreeanddirectionProducesuncertaintyyetisnotcompletelyunpredictableCreatesboththreatsandopportunitiesManagingchangeisanintegralpart

ofeverymanager’sjob.13–4ForcesforChangeExternalForcesMarketplaceGovernmentallawsandregulationsTechnologyLabormarketEconomicchangesInternalForcesChangesinorganizationalstrategyWorkforcechangesNewequipmentEmployeeattitudes13–5ChangeProcessViewpointsTheCalmWatersMetaphor(风平浪静观)Lewin’sdescriptionofthechangeprocessasabreakintheorganization’sequilibriumstateUnfreezingthestatusquoChangingtoanewstateRefreezingtomakethechangepermanentWhite-WaterRapidsMetaphor(急流险滩观)Thelackofenvironmentalstabilityandpredictabilityrequiresthatmanagersandorganizationscontinuallyadapt(managechangeactively)tosurvive.13–6Exhibit13–1 TheChangeProcess(变革过程)13–7ChangeAgentsChangeAgents(变革推动者

)Personswhoactascatalystsandassumetheresponsibilityformanagingthechangeprocess.TypesofChangeAgentsManagers:internalentrepreneursNonmanagers:changespecialistsOutsideconsultants:changeimplementationexperts13–8Exhibit13–2 ThreeCategoriesofChange(变革的类型)13–9TypesofChangeStructuralChanginganorganization’sstructuralcomponentsoritsstructuraldesignTechnologicalAdoptingnewequipment,tools,oroperatingmethodsthatdisplaceoldskillsandrequirenewonesAutomation:replacingcertaintasksdonebypeoplewithmachinesComputerizationPeopleChangingattitudes,expectations,perceptions,andbehaviorsoftheworkforceOrganizationaldevelopment(OD)Techniquesorprogramstochangepeopleandthenatureandqualityofinterpersonalworkrelationships.13–10OrganizationalDevelopmentOrganizationalDevelopment(OD)Techniquesorprogramstochangepeopleandthenatureandqualityofinterpersonalworkrelationships.GlobalODODtechniquesthatworkforU.S.organizationsmaybeinappropriateinothercountriesandcultures.13–11Exhibit13–3 OrganizationalDevelopmentTechniques13–12ManagingResistancetoChangeWhyPeopleResistChange?(人们为可抵制变革？)TheambiguityanduncertaintythatchangeintroducesThecomfortofoldhabitsAconcernoverpersonallossofstatus,money,authority,friendships,andpersonalconvenienceTheperceptionthatchangeisincompatiblewiththegoalsandinterestoftheorganization13–13Exhibit13–4 ManagerialActionstoReduceResistancetoChange(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)13–14IssuesinManagingChange(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)13–15Exhibit13–5 StrategiesforManagingCulturalChange(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.13–16IssuesinManagingChange(cont’d)HandlingEmployeeStress(处理员工压力)Stress(压力)Theadversereactionpeoplehavetoexcessivepressureplacedonthemfromextraordinarydemands,constraints,oropportunities.FunctionalStressStressthathasapositiveeffectonperformance.HowPotentialStressBecomesActualStressWhenthereisuncertaintyovertheoutcome.Whentheoutcomeisimportant.13–17Exhibit13–6 CausesofStress(压力产生的原因)13–18Exhibit13–7 SymptomsofStress(压力的症状)13–19IssuesinManagingChange(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)13–20IssuesinManagingChange(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.13–21Exhibit13–8 CharacteristicsofChange-CapableOrganizationsLinkthepresentandthefuture(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)13–22StimulatingInnovation(激发创新)Creativity(创造

)Theabilitytocombineideasinauniquewayortomakeanunusualassociation.Innovation(创新

)Turningtheoutcomesofthecreativeprocessintousefulproducts,services,orworkmethods.IdeaChampion(创意领袖)Dynamicself-confidentleaderswhoactivelyandenthusiasticallyinspiresupportfornewideas,buildsupport,overcomeresistance,andensurethatinnovationsareimplemented.13–23Exhibit13–9 InnovativeCompaniesAroundtheWorldData:BostonConsultingGroup*Webroketiesbycomparing