管理学变革与创新管理.ppt

1、Chapter 13,变革与创新管理,韵 江 东北财经大学工商管理学院,学习目标,你应该能够: 对比变革的风平浪静与急流险滩两种观点 描述管理者能对组织作些什么变革 解释人们为什么会抵制变革 列示降低变革阻力的策略 说明促进组织文化变革的情境因素,学习目标 (续),你应该能够: 解释流程再造与变革有什么关联 描述减轻员工压力的办法 说明创造与创新的区别 解释组织如何能激发和培育创新,什么是变革?,变革 人员、结构或技术方面的任何改变 变革是一个组织的真实写照 变革管理是每一个管理者工作中不可分割的部分 是管理者的工作变得复杂,变革的力量,外部力量 市场 适应消费者需求的变化 政府法律和条例 变

2、革的频繁推动力 技术 所有行业的变革来源 劳动力市场 人力资源管理工作必须变革以吸引和留住这些急需的高技能员工 经济 利率、预算赤字和汇率的不确定性,变革的力量(续),内部力量 最初产生于组织的内部运营 力量可能包括战略、劳动力队伍、新设备和与工的态度 管理者作为变革推动者 变革推动者 作为催化剂并承担变革过程管理责任的人 任何管理者都可能成为变革推动着 变得更深思熟虑、也可能更加小心谨慎 外部咨询人员 对于更大范围的变革而言 带来更急剧的变革,变革过程的两种不同观点,风平浪静观 卢因的三步骤模型 解冻 可通过以下方式为变革提供准备: 增强驱动力 ，使行为脱离现有状态 减弱制约力，这种阻挠的力

3、量使行为维持现有平衡状态 现状 被认为是风平浪静的 变革 转向一个其他的平衡状态 再冻结 确保变革持久 使得新状态能保持较长的时间 将变革看作对组织平衡状态的一种打破,变革过程,变革过程的两种不同观点(续),急流险滩观 更适合不确定与动态的环境 与日益由信息、思想和知识主导的新时代的动态环境相适应 管理者必须在不断的急流中保持机智 管理者面临着持续的变化 今天，管理者必须作好有效且有力的变革管理的准备，因为他们的组织与工作领域面临着变革,变革的三种类型,Exhibit 16.2 Three Categories of Change,变革管理,发动变革: 识别需加以变革的组织领域 将变革行动付诸

4、行动 对变革的阻力加以管理 变革的类型 结构变革 组织的正式设计、分配职权以及决定正规化程度 结构组成 and 结构设计,变革的类型(续) 技术变革 变革工作的开展方式 方法和设备的改变 行业内竞争与创新因素的结果 自动化 以机械取代人力的一种技术变革 计算机化 近来最明显的信息系统变革,变革管理(续),变革的类型(续) 人员变革 员工工作态度、期望、认知和行为的改变 组织发展 (OD) 借以改变人员及人际间工作关系的本质和性质的各种方法或方案 旨在使得个体和群体更有效地合作,变革管理(续),组织发展的技术,更有效的人 际工作关系,过程咨询,组际发展,敏感性训练,调查反馈,团队建设,Exhib

5、it 16.3 Organizational Development Techniques,变革管理(续),应对变革的阻力 抵制变革的原因 使已知的东西变成模糊不清和不确定的 威胁到在现状中已作出的投资 顾虑变革并不符合组织的目标和利益 减少阻力的技术 一系列可用来减少阻力的技术,用以减少阻力的管理策略,教育与沟通 与员工们沟通，帮助他们了解变革的缘由 通过个别会谈、备忘录、小组讨论或报告会等教育员工 这种策略适合在变革阻力来源于不良的沟通或误解时使用 要求劳资双方相互信任和相互信赖 参与 吸收持反对意见者参与决策 假定参与者能以其专长为决策作出有益的贡献 参与能降低阻力、取得支持，同时提高变

6、革决策的质量 促进与支持 提供一系列支持性措施，如员工心理咨询和治疗、新技能培训以及短期的付薪休假等 需要时间，花费也较大,谈判 以某种有价值的东西来换取阻力的减少 在阻力来自少数有影响力的人物时是必要的措施 潜在的高成本，并可能面临其他变革反对者的勒索 操纵与合作 操纵是将努力转换到施加影响上，如有意扭曲某些事实，隐瞒具有破坏性的消息，制造不真实的谣言 合作是介于操纵和参与之间的一种形式 使用成本较低，也便于争取反对派的支持 要是欺骗或利用的意图被察觉，易适得其反 强制 直接使用威胁或强制手段 取得支持的花费低，也较易 可能是不合法的，即便合法的强制也容易被 看成是一种暴力,Exhibit

7、16.4 Helping Employees Accept Change,变革管理中的新问题,组织文化变革 组织文化阻碍变革是因为它是由相对稳定和持久的因素构成的 强文化会成为变革的一种特别的阻力 对情境因素的认识 使得文化更有可能变革 大规模危机出现 领导职位是人 组织新而小 文化力弱,变革管理中的新问题(续),组织文化变革(续) 如何实现文化变革? 需要一个全面的、协调的战略 展示现有文化是无效的 推行新的“做事方式” 强化新的价值观 如果能产生变革，那也是迟缓的 保护新的价值观，以免回到原有熟悉的做法和惯例中,文化变革的途径,进行组织文化分析，确定需要变革的文化因素 向员工们明确说明，如

8、果不马上推行变革，组织的生存就会 受到致命的威胁 任命具有新观念的新领导 发动一次组织重组 引入新故事来传播新观念 改变人员甄选和社会化过程及绩效评估和奖酬制度，以支持 新的价值观,变革管理中的新问题(续),持续的质量改进 持续的、小规模的、渐进的变革 改进现有的工作活动 依靠基层人员参与决策制定 流程再造 使组织开展工作的方式产生激烈的、急剧的变革 始于工作方式的全新设计 确定顾客需要 设计出能满足这一需要的工作流程 要求管理者和一般员工的共同参与,持续的质量改进与再造的对比,持续的质量改进 持续的、渐进的变革 改良、改进 着重考虑“现状” 从组织的底层开始,再造 急剧的变革 再设计推倒重来

9、 着重思考“能变成怎样” 从组织的高层开始,变革管理中的新问题(续),处理员工压力 什么是压力? 一个人在面临与其愿望密切相关的机会、限制或要求时的一种动态条件 结果被认为是不确定且重要的 经常与限制和要求相伴随 有压力未必就是件坏事情 潜在压力转换为现实压力的前提是: 结果具有不确定性 结果相当重要,变革管理中的新问题(续),处理员工压力(续) 压力的根源 存在于与组织有关的因素及员工自己生活中的个人因素 任何形式的变革都有造成压力的可能 在重大议题上的不确定性,压力的来源,压力,个人的因素,与职务相关的因素,压力的症状,压力的症状,生理的,心理的,行为的,Exhibit 16.9 Mist

10、akes Managers Make When Leading Change,变革管理中的新问题(续),处理员工压力(续) 减缓压力 控制某些组织因素 员工要有与职务要求相对应的能力 增进组织的沟通 减少模糊性 绩效计划方案 明确工作职责 提供绩效反馈 职务再设计 降低工作厌倦与超负荷,变革管理中的新问题(续),处理员工压力(续) 减缓压力(续) 对个人的压力提供帮助 一般的考虑 不易为管理者直接控制 伦理方面的考虑 可行的方法 员工咨询 实践管理方案 举办各种健身活动,激发创新,创造与创新 创造 以独特的方式综合各种思想或在各种思想之间建立起独特联系的这样一种能力 创新 形成一创造性思想并将

11、其转换为有用的产品、服务或工作方法的过程,创新的系统观,创新的激发与培育 必须关注投入 具有创造性的个人和群体 要有合适的环境 结构因素 有机式结构 富足的资源 沟通,激发创新（续）,激发创新（续）,创新的激发与培育(续) 要有合适的环境(续) 文化因素 鼓励试验 不论成功还是失败都给予奖励 赞赏失败 人力资源因素 对员工开展培训和发展 提供高工作保障 鼓励员工成为创新带头人 高度自信、有持久力、精力旺盛、敢于冒风险 以其个人的精神来激发他人,创新的因素,Exhibit 16.6 Innovation Variables,本章结束，谢谢大家,PowerPoint Presentation by

12、 Charlie Cook Copyright 2005 Prentice Hall, Inc. All rights reserved.,Copyright 2005 Prentice Hall, Inc. All rights reserved. 13-,1340,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. Explain how managers are

13、 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 change process. Discus

14、s the environment that managers face today.,Copyright 2005 Prentice Hall, Inc. All rights reserved. 13-,1341,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, and people. Exp

15、lain 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 what it takes to ma

16、ke change happen successfully.,Copyright 2005 Prentice Hall, Inc. All rights reserved. 13-,1342,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 view of innov

17、ation. 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. 13-,1343,What Is Change?,Organizational Change Any alterations in

18、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 2005 Pr

19、entice Hall, Inc. All rights reserved. 13-,1344,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,

20、 Inc. All rights reserved. 13-,1345,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 i

21、mplementation experts,Copyright 2005 Prentice Hall, Inc. All rights reserved. 13-,1346,Exhibit 13.1,The Change Process,Copyright 2005 Prentice Hall, Inc. All rights reserved. 13-,1347,Change Process Viewpoints,The Calm Waters Metaphor Lewins description of the change process as a break in the organi

22、zations equilibrium 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.,Copyr

23、ight 2005 Prentice Hall, Inc. All rights reserved. 13-,1348,Exhibit 13.2,Three Categories of Change,Copyright 2005 Prentice Hall, Inc. All rights reserved. 13-,1349,Types of Change,Structural Changing the organizations structure or its structural components Technological Adopting new equipment or op

24、erating methods that displace 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 peop

25、le and the nature and quality of interpersonal work relationships.,Copyright 2005 Prentice Hall, Inc. All rights reserved. 13-,1350,Exhibit 13.3,Organizational Development Techniques,Copyright 2005 Prentice Hall, Inc. All rights reserved. 13-,1351,Managing Resistance to Change,Why People Resist Chan

26、ge? The ambiguity and uncertainty 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,

27、Inc. All rights reserved. 13-,1352,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. 13-,1353,Issues in Managing C

28、hange (contd),Changing Organizational 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, I

29、nc. All rights reserved. 13-,1354,Exhibit 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 v

30、ision. Initiate a reorganization. Introduce 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. 13-,1355,Issues in Managing Change,H

31、andling Employee Stress due to Change Stress The 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

32、 Potential Stress Becomes Actual Stress When there is uncertainty over the outcome. When the outcome is important.,Copyright 2005 Prentice Hall, Inc. All rights reserved. 13-,1356,Exhibit 13.6,Causes of Stress,Copyright 2005 Prentice Hall, Inc. All rights reserved. 13-,1357,Exhibit 13.7,Symptoms of

33、Stress,Copyright 2005 Prentice Hall, Inc. All rights reserved. 13-,1358,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 planni

34、ng program Use job redesign Provide a counseling program Offer time planning management assistance Sponsor wellness programs,Copyright 2005 Prentice Hall, Inc. All rights reserved. 13-,1359,Issues in Managing Change,Making Change Happen Successfully Embrace changebecome a change-capable organization

35、. Create a simple, compelling message explaining why change is 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

36、, Inc. All rights reserved. 13-,1360,Exhibit 13.8,Characteristics 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 Integra

37、te technology. Build and deepen trust.,Copyright 2005 Prentice Hall, Inc. All rights reserved. 13-,1361,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 reserved. 13-,1362,Exhibit 13.9,Systems View of Innovation,Source: