罗宾斯管理学双语教学讲稿13

13

Managing Change and Innovation

1. INTRODUCTION.

Change and change management are important aspects of the manager’s job.

Managing change and innovation are the focus of this chapter.

2. WHAT IS CHANGE?

Organizational change is defined as any alteration in people, structure, or technology. Change is ever present in organizations and cannot be eliminated.

Instead, we need to look at the key issues related to managing change.

3. FORCES FOR CHANGE.

There are external and internal forces that create the need for change.

A. External forces that create the need for change come from various

sources.

1. The marketplace

2. Government laws and regulations

3. Technology

4. Labor markets

5. Economic changes

B. Internal forces tend to originate primarily from the internal operations of

the organization or from the impact of external changes.

1. Changes in strategy

2. Changes in the workforce

3. New equipment

4. Change in employee attitudes

C. The Manager as Change Agent.

Change requires a catalyst. The manager may act as a change agent,

which is an individual who acts as a catalyst and manages the change

process.

4. TWO VIEWS OF THE CHANGE PROCESS.

Two very different metaphors can be used to describe the change process.

A. The calm waters metaphor characterizes the process of change as being

like a ship crossing a calm sea. It’s best illustrated by Lewin’s three-step

process for change. (See Exhibit13.1)

1. Unfreezing the equilibrium is the first step. This can be

accomplished in one of three ways.

a. Increasing driving forces, which direct behavior away

from the status quo.

b. Decreasing restraining forces, which hinder movement

from the existing equilibrium.

c. Combining the two approaches.

2. The next step is to implement the change itself.

3. The final step is to refreeze the situation.

B. The white-water rapids metaphor describes change that takes place in

uncertain and dynamic environments.

C. If we put the two views in perspective, we must note that not every

manager faces a world of constant and chaotic change. However, the

number of managers who don’t face this type of environment is

dwindling fast!

5. MANAGING CHANGE.

As change agents, managers are motivated to initiate change because they are committed to improving organizational performance.

A. Types of Change.

The manager’s options for change essentially fall into three categories:

structure, technology, and people. (See Exhibit13.2.)

1. Changing Structure

a. Managers can alter one or more of the structural

components such as work specialization,

departmentalization, chain of command, span of control,

centralization and decentralization, and formalization.

b. Changing Structure—the design of the organizational

structure can be changed to meet new demands.

2. Changing Technology.

a. Competitive factors or new innovations often require

introduction of new equipment, tools, or operating

methods.

b. Automation is a technological change that replaces

certain tasks done by people with machines.

c. Computerization has probably been the most visible

technological change in recent years.

3. Changing people: (attitudes, expectations, perceptions, and

behaviors)

Exhibit13.3provides descriptions of the most popular OD

approaches.

a. Organizational development focuses on techniques or

programs to change people and the nature and quality of

interpersonal work relationships.

B. Managing Resistance to Change.

Organizations can build up inertia that drives them to resist change.

1. Why People Resist Change.

a. Uncertainty

b. Concern over personal loss

c. Belief that the change is not in the best interest of the

organization

2. Techniques for Reducing Resistance. (See Exhibit1

3.4)

Six actions have been proposed for use by managers in dealing

with resistance to change.

a. Education and communication