管理学变革与创新管理课件.ppt
Yun Jiang,200613-13-1 1Chapter 13变革与创新管理变革与创新管理韵韵 江江13-Yun Jiang,200613-13-2 2学习目标学习目标你应该能够你应该能够:对比变革的风平浪静与急流险滩两对比变革的风平浪静与急流险滩两种观点种观点描述管理者能对组织作些什么变革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解释人们为什么会抵制变革列示降低变革阻力的策略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说明促进组织文化变革的情境因素13-Yun Jiang,200613-13-3 3学习目标学习目标 (续续)你应该能够你应该能够:解释流程再造与变革有什么关联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描述减轻员工压力的办法说明创造与创新的区别说明创造与创新的区别解释组织如何能激发和培育创新解释组织如何能激发和培育创新13-Yun Jiang,200613-13-4 4什么是变革什么是变革?变革变革人员、结构或技术方面的任何改变人员、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变革管理是每一个管理者工作中不可分割的部分分割的部分是管理者的工作变得复杂是管理者的工作变得复杂13-Yun Jiang,200613-13-5 5 Yun Jiang,200613-13-6 6变革的力量变革的力量(续续)内部力量内部力量最初产生于组织的内部运营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、新设备和力量可能包括战略、劳动力队伍、新设备和与工的态度与工的态度管理者作为变革推动者管理者作为变革推动者变革推动者变革推动者 作为催化剂并承担变革过程作为催化剂并承担变革过程管理责任的人管理责任的人任何管理者都可能成为变革推动着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变得更深思熟虑、也可能更加小心谨慎外部咨询人员外部咨询人员 对于更大范围的变革而言对于更大范围的变革而言 带来更急剧的变革带来更急剧的变革13-Yun Jiang,200613-13-7 7变革过程的两种不同观点变革过程的两种不同观点风平浪静观风平浪静观卢因的三步骤模型卢因的三步骤模型解冻解冻 可通过以下方式为变革提供准备可通过以下方式为变革提供准备:增强增强驱动力驱动力 ，使行为脱离现有状态，使行为脱离现有状态减弱减弱制约力，制约力，这种阻挠的力量使行为维持现有平衡状这种阻挠的力量使行为维持现有平衡状态态现状现状 被认为是风平浪静的被认为是风平浪静的变革变革 转向一个其他的平衡状态转向一个其他的平衡状态再冻结再冻结 确保变革持久确保变革持久使得新状态能保持较长的时间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将变革看作对组织平衡状态的一种打破 13-Yun Jiang,200613-13-8 8变革过程变革过程UnfreezingRefreezingChanging13-Yun Jiang,200613-13-9 9 Yun Jiang,200613-13-1010变革的三种类型变革的三种类型工作专业化、部门花、指挥链、管理跨度、集权化、正规化、工作再设计及整体的结构设计结构态度、期望、认知和行为人员工作过程、方法和设备技术13-Yun Jiang,200613-13-1111Exhibit 16.2 Three Categories of ChangeWork specialization,departmentalization,chain of command,span of control,centralization,formalization,job redesign,or actual structural designTechnologyWork processes,methods,and equipmentPeopleAttitudes,expectations,perceptions,and behaviourStructure13-Yun Jiang,200613-13-1212 Yun Jiang,200613-13-1313变革的类型变革的类型(续续)技术变革技术变革 变革工作的开展方式变革工作的开展方式方法和设备的改变方法和设备的改变行业内竞争与创新因素的结果行业内竞争与创新因素的结果自动化自动化 以机械取代人力的一种技术变革以机械取代人力的一种技术变革计算机化计算机化 近来最明显的信息系统变革近来最明显的信息系统变革变革管理变革管理(续续)13-Yun Jiang,200613-13-1414 Yun Jiang,200613-13-1515组织发展的技术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13-Yun Jiang,200613-13-1616Exhibit 16.3 Organizational Development TechniquesMOREEFFECTIVEINTERPERSONALWORKRELATIONSHIPSProcessConsultationSurveyFeedbackSensitivityTrainingIntergroupDevelopmentTeamBuildingA method of changing behaviourthrough unstructured group interaction.Activities that help teammembers learn how eachmember thinks and works.Changing the attitudes,stereotypes,and perceptions thatwork groups have about each other.A technique for assessing attitudesand perceptions,identifyingdiscrepancies in these,and resolvingthe differences by using surveyinformation in feedback groups.An outside consultant helps themanager understand how interpersonalprocesses are affecting the way workis being done.13-Yun Jiang,200613-13-1717 Yun Jiang,200613-13-1818用以减少阻力的管理策略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13-Yun Jiang,200613-13-1919Exhibit 16.4 Helping Employees Accept ChangeUnfreezingRefreezingChanging Give reasons.Be empathetic.Communicate clearly.Show top managements support.Publicize successes.Make midcourse corrections.Help employees deal with stress.Explain the benefits.Identify a champion.Get input from employees.Watch timing.Maintain job security.Provide training.Proceed at a manageable pace.13-Yun Jiang,200613-13-2020变革管理中的新问题变革管理中的新问题组织文化变革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持久的因素构成的强文化会成为变革的一种特别的阻力强文化会成为变革的一种特别的阻力对情境因素的认识对情境因素的认识 使得文化更有可能变使得文化更有可能变革革大规模危机出现大规模危机出现领导职位是人领导职位是人组织新而小组织新而小文化力弱文化力弱13-Yun Jiang,200613-13-2121变革管理中的新问题变革管理中的新问题(续续)组织文化变革组织文化变革(续续)如何实现文化变革如何实现文化变革?需要一个全面的、协调的战略需要一个全面的、协调的战略展示现有文化是无效的展示现有文化是无效的推行新的推行新的“做事方式做事方式”强化新的价值观强化新的价值观如果能产生变革，那也是迟缓的如果能产生变革，那也是迟缓的保护新的价值观，以免回到原有熟悉的做法保护新的价值观，以免回到原有熟悉的做法和惯例中和惯例中13-Yun Jiang,200613-13-2222文化变革的途径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 13-Yun Jiang,200613-13-2323 Yun Jiang,200613-13-2424持续的质量改进与再造的对比持续的质量改进与再造的对比持续的质量改进持续的质量改进 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再造 急剧的变革再设计推倒重来着重思考“能变成怎样”从组织的高层开始13-Yun Jiang,200613-13-2525变革管理中的新问题变革管理中的新问题(续续)处理员工压力处理员工压力什么是压力什么是压力?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时的一种动态条件结果被认为是不确定且重要的结果被认为是不确定且重要的经常与限制和要求相伴随经常与限制和要求相伴随有压力未必就是件坏事情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具有不确定性结果相当重要结果相当重要13-Yun Jiang,200613-13-2626变革管理中的新问题变革管理中的新问题(续续)处理员工压力处理员工压力(续续)压力的根源压力的根源存在于与组织有关的因素及员工自己生活中存在于与组织有关的因素及员工自己生活中的个人因素的个人因素任何形式的变革都有造成压力的可能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在重大议题上的不确定性13-Yun Jiang,200613-13-2727 Yun Jiang,200613-13-2828压力的症状压力的症状压力的症状生理的心理的行为的13-Yun Jiang,200613-13-2929Exhibit 16.9 Mistakes Managers Make When Leading ChangeUnfreezingRefreezingChanging Not communicating a sense of urgency Not forming a guiding coalition Quitting before change is finished Not making changes part of the organizational culture Not creating a vision Not communicating the vision Not empowering others to act on the vision Not planning for and creating short-term wins13-Yun Jiang,200613-13-3030 Yun Jiang,200613-13-3131变革管理中的新问题变革管理中的新问题(续续)处理员工压力处理员工压力(续续)减缓压力减缓压力(续续)对个人的压力提供帮助对个人的压力提供帮助一般的考虑一般的考虑不易为管理者直接控制不易为管理者直接控制伦理方面的考虑伦理方面的考虑可行的方法可行的方法员工咨询员工咨询实践管理方案实践管理方案举办各种健身活动举办各种健身活动13-Yun Jiang,200613-13-3232激发创新激发创新创造与创新创造与创新创造创造 以独特的方式综合各种思想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或在各种思想之间建立起独特联系的这样一种能力这样一种能力创新创新 形成一创造性思想并将其转形成一创造性思想并将其转换为有用的产品、服务或工作方法的换为有用的产品、服务或工作方法的过程过程13-Yun Jiang,200613-13-3333创新的系统观创新的系统观创造性地个人、群体和组织创造性地过程和情境创造性地产品和工作方法投入转换产出13-Yun Jiang,200613-13-3434创新的激发与培育创新的激发与培育必须关注投入必须关注投入 具有创造性的个人和群体具有创造性的个人和群体要有合适的环境要有合适的环境 结构因素结构因素有机式结构有机式结构富足的资源富足的资源沟通沟通激发创新（续）激发创新（续）13-Yun Jiang,200613-13-3535激发创新（续）激发创新（续）创新的激发与培育创新的激发与培育(续续)要有合适的环境要有合适的环境(续续)文化因素文化因素鼓励试验鼓励试验不论成功还是失败都给予奖励不论成功还是失败都给予奖励赞赏失败赞赏失败人力资源因素人力资源因素对员工开展培训和发展对员工开展培训和发展提供高工作保障提供高工作保障鼓励员工成为创新带头人鼓励员工成为创新带头人高度自信、有持久力、精力旺盛、敢于冒高度自信、有持久力、精力旺盛、敢于冒风险风险以其个人的精神来激发他人以其个人的精神来激发他人13-Yun Jiang,200613-13-3636创新的因素创新的因素 13-Yun Jiang,200613-13-3737Exhibit 16.6 Innovation VariablesSTIMULATEINNOVATIONStructural Variables Organic Structures Abundant Resources High InterunitCommunication Minimal Time Pressure Work and Nonwork SupportHuman Resource Variables High Commitment toTraining and Development High Job Security Creative PeopleCultural Variables Acceptance of Ambiguity Tolerance of the Impractical Low External Controls Tolerance of Risks Tolerance of Conflict Focus on Ends Open-System Focus Positive Feedback13-Yun Jiang,200613-13-3838本章结束，谢谢大家13-8 8thth edition editionSteven P.RobbinsSteven P.RobbinsMary CoulterMary Coulter13-13-Copyright 2005 Prentice Hall,Inc.Copyright 2005 Prentice Hall,Inc.All rights reserved.All rights reserved.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 affected by change.Forces for ChangeDiscuss the external and internal forces for change.Contrast internal and external change agents.Two Views of the Change ProcessContrast the calm waters and white-water rapids metaphors of change.Explain Lewins three-step model of the change process.Discuss the environment that managers face today.4013-*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 ChangeExplain how managers might change structure,technology,and people.Explain why people resist change and how resistance might be managed.Contemporary Issues in Managing ChangeExplain 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 make change happen successfully.4113-*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 InnovationExplain why innovation isnt just creativity.Explain the systems view 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.4213-*What Is Change?Organizational ChangeAny alterations in the people,structure,or technology of an organizationCharacteristics of ChangeIs constant yet varies in degree and directionProduces uncertainty yet is not completely unpredictableCreates both threats and opportunitiesManaging change is an integral partof every managers job.4313-*Forces for ChangeExternal forcesMarketplaceGovernmental laws and regulationsTechnologyLabor marketEconomic changesInternal ForcesChanges in organizational strategyWorkforce changesNew equipmentEmployee attitudes4413-*The Manager as Change AgentChange AgentsPeople who act as catalysts and assume the responsibility for changing process are called change agents.Types of Change AgentsManagers:internal entrepreneursNonmanagers:change specialistsOutside consultants:change implementation experts4513-*Exhibit 13.1Exhibit 13.1The Change Process4613-*Change Process ViewpointsThe Calm Waters MetaphorLewins description of the change process as a break in the organizations equilibrium statevUnfreezing the status quovChanging to a new statevRefreezing to make the change permanentWhite-Water Rapids MetaphorThe lack of environmental stability and predictability requires that managers and organizations continually adapt(manage change actively)to survive.4713-*Exhibit 13.2Exhibit 13.2Three Categories of Change4813-*Types of ChangeStructuralChanging the organizations structure or its structural componentsTechnologicalAdopting new equipment or operating methods that displace old skills and require new onesvAutomation:replacing certain tasks done by people with machinesvComputerizationWorkforceChanging attitudes,expectations,perceptions,and behaviors of the workforceOrganizationaldevelopment(OD)Techniques or programs to change people and the nature and quality of interpersonal work relationships.4913-*Exhibit 13.3Exhibit 13.3Organizational Development Techniques5013-*Managing Resistance to ChangeWhy People Resist Change?The ambiguity and uncertainty that change introducesThe comfort of old habitsA concern over personal loss of status,money,authority,friendships,and personal convenienceThe perception that change is incompatible with the goals and interest of the organization5113-*Exhibit 13.4Exhibit 13.4Managerial Actions to Reduce Resistance to ChangeEducation and CommunicationParticipationFacilitation and SupportNegotiationManipulation and Co-optationCoercion5213-*Issues in Managing Change(contd)Changing Organizational CulturesCultures are naturally resistant to change.Conditions that facilitate cultural change:vThe occurrence of a dramatic crisisvLeadership changing handsvA young,flexible,and small organizationvA weak organizational culture5313-*Exhibit 13.5Exhibit 13.5The Road to Cultural ChangeConduct 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.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.5413-*Issues in Managing ChangeHandling Employee Stress due to ChangeStressvThe physical and psychological tension an individual feels when confronted with extraordinary demands,constraints,or opportunities and their associated importance and uncertainties.vFunctional StressStress that has a positive effect on performance.How Potential Stress Becomes Actual StressvWhen there is uncertainty over the outcome.vWhen the outcome is important.5513-*Exhibit 13.6Exhibit 13.6Causes of Stress5613-*Exhibit 13.7Exhibit 13.7Symptoms of Stress5713-*Issues in Managing ChangeReducing StressEngage in proper employee selectionMatch employees KSAs to jobs TDRsUse realistic job interviews for reduce ambiguityImprove organizational communicationsDevelop a performance planning programUse job redesignProvide a counseling programOffer time planning management assistanceSponsor wellness programs5813-*Issues in Managing ChangeMaking Change Happen SuccessfullyEmbrace changebecome a change-capable organization.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.5913-*Exhibit 13.8Exhibit 13.8Characteristics of Change-Capable OrganizationsLink 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 breakthroughsIntegrate technology.Build and deepen trust.6013-*Stimulating InnovationCreativityThe ability to combine ideas in a unique way or to make an unusual association.InnovationTurning the outcomes of the creative process into useful products,services,or work methods6113-*Exhibit 13.9Exhibit 13.9Systems View of InnovationSource: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.309.6213-*Exhibit 13.10Exhibit 13.10Innovation Variables6313-*Creating the“Right”Environment for InnovationStructural VariablesAdopt an organic structureMake available plentiful resourcesEngage in frequent interunit communicationMinimize extreme time pressures on creative activitiesProvide explicit support for creativity6413-*Creating the“Right”Environment for Innovation(contd)Cultural VariablesAccept ambiguityTolerate the impracticalHave low external controlsTolerate risk takingTolerate conflictFocus on ends rather than meansDevelop an open-system focusProvide positive feedback6513-*Creating the“Right”Environment for Innovation(contd)Human Resource VariablesActively promote training and development to keep employees skills current.Offer high job security to encourage risk taking.Encourage individual to be“champions”of change.6613-*
