2011-罗宾斯-管理学-11版-英文PPT-06

•Compareandcontrastviewsonthechangeprocess•Classifytypesoforganizationalchange•Explainhowtomanageresistancetochange•Discusscontemporaryissuesinmanagingchange•DescribetechniquesforstimulatinginnovationTheCalmWatersMetaphorLewin’sdescriptionofthechangeprocessasabreakintheorganization’sequilibriumstate.UnfreezingthestatusquoChangingtoanewstateRefreezingtomakethechangepermanentWhite-WaterRapidsMetaphorThelackofenvironmentalstabilityandpredictabilityrequiresthatmanagersandorganizationscontinuallyadapt(managechangeactively)tosurvive.OrganizationalChange-anyalterationsinthepeople,structure,ortechnologyofanorganization.ChangeAgents-personswhoactascatalystsandassumetheresponsibilityformanagingthechangeprocess.Managers:internalentrepreneursNonmanagers:changespecialistsOutsideconsultants:changeimplementationexpertsStructureChanginganorganization’sstructuralcomponentsoritsstructuraldesignTechnologyAdoptingnewequipment,tools,oroperatingmethodsthatdisplaceoldskillsandrequirenewonesAutomation-replacingcertaintasksdonebypeoplewithmachinesComputerizationPeopleChangingattitudes,expectations,perceptions,andbehaviorsoftheworkforceOrganizationalDevelopment(OD)-techniquesorprogramstochangepeopleandthenatureandqualityofinterpersonalworkrelationships.GlobalOD-ODtechniquesthatworkforU.S.organizationsmaybeinappropriateinothercountriesandcultures.WhyPeopleResistChangeTheambiguityanduncertaintythatchangeintroducesThecomfortofoldhabitsAconcernoverpersonallossofstatus,money,authority,friendships,andpersonalconvenienceTheperceptionthatchangeisincompatiblewiththegoalsandinterestoftheorganizationCulturesarenaturallyresistanttochange.Conditionsthatfacilitateculturalchange:TheoccurrenceofadramaticcrisisLeadershipchanginghandsAyoung,flexible,andsmallorganizationAweakorganizationalcultureStress-theadversereactionpeoplehavetoexcessivepressureplacedonthemfromextraordinarydemands,constraints,oropportunities.Stressors-factorsthatcausestress.RoleConflicts-workexpectationsthatarehardtosatisfy.RoleOverload-havingmoreworktoaccomplishthantimepermits.RoleAmbiguity-whenroleexpectationsarenotclearlyunderstood.TypeApersonality-peoplewhohaveachronicsenseofurgencyandanexcessivecompetitivedrive.TypeBpersonality-peoplewhoarerelaxedandeasygoingandacceptchangeeasily.Creativity-theabilitytocombineideasinauniquewayortomakeanunusualassociation.Innovation-turningtheoutcomesofthecreativeprocessintousefulproducts,services,orworkmethods.IdeaChampions-individualswhoactivelyandenthusiasticallysupportnewideas,buildsupport,overcomeresistance,andensurethatinnovationsareimplemented.AdoptanorganicstructureMakeavailableplentifulresourcesEngageinfrequentinter-unitcommunicationMinimizeextremetimepressuresoncreativeactivitiesProvideexplicitsupportforcreativityAcceptambiguityToleratetheimpracticalHavelowexternalcontrolsToleraterisktakingTolerateconflictFocusonendsratherthanmeansDevelopanopen-systemfocusProvidepositivefeedbackActivelypromotetraininganddevelopmenttokeepemployees’skillscurrentOfferhighjobsecuritytoencouragerisktakingEncourageindividualstobe“champions”ofchangeorganizationalchangechangeagentorganizationaldevelopment(OD)stresscreativityinnovationideachampion