现代管理学(英文) 教学课件Chapter 13 MANAGING CHANGE AND INNOVATION
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© Prentice Hall, 2002 13-6
Two Views Of The Change Process
The Calm Waters Metaphor
– Lewin’s three-step model • unfreezing - preparing for the needed change by: – increasing the driving forces that direct behavior away from the status quo – decreasing the restraining forces that push behavior towards the status quo »status quo - conceived to be an equilibrium • changing - move to another equilibrium level • refreezing - make change permanent – objective is to stabilize the new situation – change is a break in the organization’s equilibrium state
© Prentice Hall, 2002 13-7
The Change Process
© Prentice Hall, 2002
13-8
Two Views Of The Change Process (cont.)
White-Water Rapids Metaphor – consistent with uncertain and dynamic environments – consistent with a world increasingly dominated by information, ideas, and knowledge – managers must continually maneuver in uninterrupted rapids • managers face constant change – today, managers must be ready to efficiently and effectively manage the changes facing their organizations or their work areas
© Prentice Hall, 2002
13-3
What Is Change?
Change – alterations in people, structure, or technology – change is an organizational reality – managing change is an integral part of every manager’s job • complicates the jobs of managers
Chapter 13 MANAGING CHANGE AND INNOVATION
© Prentice Hall, 2002 13-1
Learning Objectives
You should learn to: – Contrast the calm waters and white-water rapids metaphors of change – Describe what managers can change in organizations – Explain why people are likely to resist change – List techniques for reducing resistance to change – Describe the situational factors that facilitate cultural change
Manager as Change Agent
– change agents - act as catalysts and assume responsibility for change • manager may serve as change agent – may be more thoughtful, overcautious • outside consultant - used for systemwide changes – produce more drastic changes than insiders
© Prentice Hall, 2002
13-4
Forces For Change
External Forces – marketplace - adapt to changing consumer desires – governmental laws and regulations - frequent impetus for change – technology - source of change in almost all industries – labor markets - HRM activities must change to attract and retain skilled employees in the areas of greatest need – economic - uncertainties about interest rates, budget deficits, and currency exchange rates
© Prentice Hall, 2002 13-2
Learning Objectives (cont.)
You should learn to: – Explain how process reengineering is related to change – Describe techniques for reducing employee stress – Differentiate between creativity and innovation – Explain how organizations can stimulate and nurture innovation
© Prentice Hall, 200Байду номын сангаас 13-5
Forces For Change (cont.)
Internal Forces
– originate from the operations of the organization – forces may include strategy, workforce, new equipment, or employee attitudes
Two Views Of The Change Process
The Calm Waters Metaphor
– Lewin’s three-step model • unfreezing - preparing for the needed change by: – increasing the driving forces that direct behavior away from the status quo – decreasing the restraining forces that push behavior towards the status quo »status quo - conceived to be an equilibrium • changing - move to another equilibrium level • refreezing - make change permanent – objective is to stabilize the new situation – change is a break in the organization’s equilibrium state
© Prentice Hall, 2002 13-7
The Change Process
© Prentice Hall, 2002
13-8
Two Views Of The Change Process (cont.)
White-Water Rapids Metaphor – consistent with uncertain and dynamic environments – consistent with a world increasingly dominated by information, ideas, and knowledge – managers must continually maneuver in uninterrupted rapids • managers face constant change – today, managers must be ready to efficiently and effectively manage the changes facing their organizations or their work areas
© Prentice Hall, 2002
13-3
What Is Change?
Change – alterations in people, structure, or technology – change is an organizational reality – managing change is an integral part of every manager’s job • complicates the jobs of managers
Chapter 13 MANAGING CHANGE AND INNOVATION
© Prentice Hall, 2002 13-1
Learning Objectives
You should learn to: – Contrast the calm waters and white-water rapids metaphors of change – Describe what managers can change in organizations – Explain why people are likely to resist change – List techniques for reducing resistance to change – Describe the situational factors that facilitate cultural change
Manager as Change Agent
– change agents - act as catalysts and assume responsibility for change • manager may serve as change agent – may be more thoughtful, overcautious • outside consultant - used for systemwide changes – produce more drastic changes than insiders
© Prentice Hall, 2002
13-4
Forces For Change
External Forces – marketplace - adapt to changing consumer desires – governmental laws and regulations - frequent impetus for change – technology - source of change in almost all industries – labor markets - HRM activities must change to attract and retain skilled employees in the areas of greatest need – economic - uncertainties about interest rates, budget deficits, and currency exchange rates
© Prentice Hall, 2002 13-2
Learning Objectives (cont.)
You should learn to: – Explain how process reengineering is related to change – Describe techniques for reducing employee stress – Differentiate between creativity and innovation – Explain how organizations can stimulate and nurture innovation
© Prentice Hall, 200Байду номын сангаас 13-5
Forces For Change (cont.)
Internal Forces
– originate from the operations of the organization – forces may include strategy, workforce, new equipment, or employee attitudes