Managing Change and Innovation 变革管理能力和创新能力.ppt

1、PowerPoint Presentation by Charlie Cook Copyright 2005 Prentice Hall, Inc. All rights reserved.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,132,L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.,What Is Change? Define organizational change. Exp

2、lain how managers are affected by change. Forces for Change Discuss the external and internal forces for change. Contrast internal and external change agents. Two Views of the Change Process Contrast the calm waters and white-water rapids metaphors of change. Explain Lewins three-step model of the c

3、hange process. Discuss the environment that managers face today.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,133,L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.,Managing Change Explain how managers might change structure, technology,

4、 and people. Explain why people resist change and how resistance might be managed. Contemporary Issues in Managing Change Explain why changing organizational culture is so difficult and how managers can do it. Describe employee stress and how managers can help employees deal with stress. Discuss wha

5、t it takes to make change happen successfully.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,134,L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.,Stimulating Innovation Explain why innovation isnt just creativity. Explain the systems vi

6、ew of innovation. Describe the structural, cultural, and human resource variables that are necessary for innovation. Explain what idea champions are and why theyre important to innovation.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,135,What Is Change?,Organizational Change Any alteratio

7、ns in the people, structure, or technology of an organization Characteristics of Change Is constant yet varies in degree and direction Produces uncertainty yet is not completely unpredictable Creates both threats and opportunities Managing change is an integral partof every managers job.,Copyright 2

8、005 Prentice Hall, Inc. All rights reserved.,136,Forces for Change,External forces Marketplace Governmental laws and regulations Technology Labor market Economic changes,Internal Forces Changes in organizational strategy Workforce changes New equipment Employee attitudes,Copyright 2005 Prentice Hall

9、, Inc. All rights reserved.,137,The Manager as Change Agent,Change Agents People who act as catalysts and assume the responsibility for changing process are called change agents. Types of Change Agents Managers: internal entrepreneurs Nonmanagers: change specialists Outside consultants: change imple

10、mentation experts,Copyright 2005 Prentice Hall, Inc. All rights reserved.,138,Exhibit 13.1,The Change Process,Copyright 2005 Prentice Hall, Inc. All rights reserved.,139,Change Process Viewpoints,The Calm Waters Metaphor Lewins description of the change process as a break in the organizations equili

11、brium state Unfreezing the status quo Changing to a new state Refreezing to make the change permanent White-Water Rapids Metaphor The lack of environmental stability and predictability requires that managers and organizations continually adapt (manage change actively) to survive.,Copyright 2005 Pren

12、tice Hall, Inc. All rights reserved.,1310,Exhibit 13.2,Three Categories of Change,Copyright 2005 Prentice Hall, Inc. All rights reserved.,1311,Types of Change,Structural Changing the organizations structure or its structural components Technological Adopting new equipment or operating methods that d

13、isplace old skills and require new ones Automation: replacing certain tasks done by people with machines Computerization,Workforce Changing attitudes, expectations, perceptions, and behaviors of the workforce Organizational development (OD) Techniques or programs to change people and the nature and

14、quality of interpersonal work relationships.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,1312,Exhibit 13.3,Organizational Development Techniques,Copyright 2005 Prentice Hall, Inc. All rights reserved.,1313,Managing Resistance to Change,Why People Resist Change? The ambiguity and uncertai

15、nty that change introduces The comfort of old habits A concern over personal loss of status, money, authority, friendships, and personal convenience The perception that change is incompatible with the goals and interest of the organization,Copyright 2005 Prentice Hall, Inc. All rights reserved.,1314

16、,Exhibit 13.4,Managerial Actions to Reduce Resistance to Change,Education and Communication Participation Facilitation and Support Negotiation Manipulation and Co-optation Coercion,Copyright 2005 Prentice Hall, Inc. All rights reserved.,1315,Issues in Managing Change (contd),Changing Organizational

17、Cultures Cultures are naturally resistant to change. Conditions that facilitate cultural change: The occurrence of a dramatic crisis Leadership changing hands A young, flexible, and small organization A weak organizational culture,Copyright 2005 Prentice Hall, Inc. All rights reserved.,1316,Exhibit

18、13.5,The Road to Cultural Change,Conduct a cultural analysis to identify cultural elements needing change. Make it clear to employees that the organizations survival is legitimately threatened if change is not forthcoming. Appoint new leadership with a new vision. Initiate a reorganization. Introduc

19、e new stories and rituals to convey the new vision. Change the selection and socialization processes and the evaluation and reward systems to support the new values.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,1317,Issues in Managing Change,Handling Employee Stress due to Change Stress T

20、he physical and psychological tension an individual feels when confronted with extraordinary demands, constraints, or opportunities and their associated importance and uncertainties. Functional Stress Stress that has a positive effect on performance. How Potential Stress Becomes Actual Stress When t

21、here is uncertainty over the outcome. When the outcome is important.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,1318,Exhibit 13.6,Causes of Stress,Copyright 2005 Prentice Hall, Inc. All rights reserved.,1319,Exhibit 13.7,Symptoms of Stress,Copyright 2005 Prentice Hall, Inc. All rights r

22、eserved.,1320,Issues in Managing Change,Reducing Stress Engage in proper employee selection Match employees KSAs to jobs TDRs Use realistic job interviews for reduce ambiguity Improve organizational communications Develop a performance planning program Use job redesign Provide a counseling program O

23、ffer time planning management assistance Sponsor wellness programs,Copyright 2005 Prentice Hall, Inc. All rights reserved.,1321,Issues in Managing Change,Making Change Happen Successfully Embrace changebecome a change-capable organization. Create a simple, compelling message explaining why change is

24、 necessary. Communicate constantly and honestly. Foster as much employee participation as possibleget all employees committed. Encourage employees to be flexible. Remove those who resist and cannot be changed.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,1322,Exhibit 13.8,Characteristics

25、of Change-Capable Organizations,Link the present and the future. Make learning a way of life. Actively support and encourage day-to-day improvements and changes.,Ensure diverse teams. Encourage mavericks. Shelter breakthroughs Integrate technology. Build and deepen trust.,Copyright 2005 Prentice Hal

26、l, Inc. All rights reserved.,1323,Stimulating Innovation,Creativity The ability to combine ideas in a unique way or to make an unusual association. Innovation Turning the outcomes of the creative process into useful products, services, or work methods,Copyright 2005 Prentice Hall, Inc. All rights re

27、served.,1324,Exhibit 13.9,Systems View of Innovation,Source: Adapted from R.W. Woodman, J.E. Sawyer, and R.W. Griffin, “Toward a Theory of Organizational Creativity,” Academy of Management Review, April 1993, p. 309.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,1325,Exhibit 13.10,Innovation Variables,Copyright 2005 Prentice Hall, Inc. All rights reserved.,1326,Creating