管理学robbins 11-6

Management11theditionStephenP.RobbinsZhaoMingxiaSchoolofEconomicsandManagement,ShanxiUniversityCompareandcontrastviewsonthechangeprocessClassifytypesoforganizationalchangeExplainhowtomanageresistancetochangeDiscusscontemporaryissuesinmanagingchangeDescribetechniquesforstimulatinginnovationChapter6ManagingChangeandInnovationExhibit6-1:ExternalandInternalForcesforChange6.1TheChangeProcessTheCalmWatersMetaphor风平浪静观Successfulchangecanbeplanned.Lewin’sdescriptionofthethree-stepchangeprocessasabreakintheorganization’sequilibriumstate均衡状态.Unfreezingthestatusquo解冻现状byincreasingthedrivingforcepushingforchangedecreasingtheretrainingforcesresistingchangecombiningthetwoapproaches.Changingtoanewstate变革Refreezingtostabilizethenewsituationbyreinforcingthenewbehaviors.再冻结强化新行为以使新情况稳定下来。TwoviewsofthechangeprocessExhibit6-2:TheThree-StepChangeProcessWhite-WaterRapidsMetaphor激流险滩观Thelackofenvironmentalstabilityandpredictabilityrequiresthatmanagersandorganizationscontinuallyadapt(managechangeactively)tosurvive.Tosucceedinthistypeofenvironment,you’dhavetorespondquicklytochangingconditions.Electrolux2021/10/26星期二6OrganizationalChange组织变革-anyalterationsinthepeople,structure,ortechnologyofanorganization.ChangeAgents变革推动者-personswhoactascatalystsandassumetheresponsibilityformanagingthechangeprocess.Managers:internalentrepreneursNonmanagers:changespecialistsOutsideconsultants:changeimplementationexperts2021/10/26星期二76.2TypesofOrganizationalChangeThreetypesofChangeExhibit6-4:PopularODTechniques组织发展技巧敏感性训练团队建设组织发展过程咨询调查反馈更有效的人际工作关系Theworkingworldin2020By2020,thelinebetweenschoolandworkwillhaveblurred.Life-longlearning:thelifespanofmostskillswillbelessthan10years,requiringpeopletocontinuouslyupdatetheirskills.Trainingwilltakeplaceviaonlinelearning.2021/10/26星期二126.3ManagingResistancetoChangeWhyPeopleResistChangeChangereplacestheknownwilluncertainty.PeopledothingsoutofhabitsThefearoflosingsomethingalreadypossessed:status,money,authority,friendships,personalconvenience,orothereconomicbenefits.Theperceptionthatchangeisincompatible（不兼容）withthegoalsandinterestsoftheorganizationExhibit6-5:TechniquesforReducingResistancetoChange教育和沟通参与促进和支持谈判操纵和招揽强制6.4ContemporaryIssuesinManagingChangeCulturesarenaturallyresistanttochange.Conditionsthatfacilitateculturalchange:TheoccurrenceofadramaticcrisisLeadershipchanginghandsAyoung,flexible,andsmallorganizationAweakorganizationalculture2021/10/26星期二156.4.1ChangingOrganizationalCultureExhibit6-6:ChangingCultureStress-theadversereactionpeoplehavetoexcessivepressureplacedonthemfromextraordinarydemands,constraints,oropportunities.Stressors应激源-factorsthatcausestress.Job–relatedfactorsPersonalfactors6.4.2EmployeeStressJob–relatedfactorsTaskdemands任务要求–relatedtoanemployee’sjob.Designofaperson’sjob工作 设计 领导形象设计圆作业设计ao工艺污水处理厂设计附属工程施工组织设计清扫机器人结构设计 （autonomy自主权，taskvariety,degreeofautomation自动化程度）Workingconditions工作条件Physicalworklayout工作布局2021/10/26星期二18Roledemands角色要求–relatedtopressuresplacedonanemployeeasafunctionoftheparticularroleheorsheplaysintheorganization.RoleConflicts角色冲突-workexpectationsthatarehardtosatisfy.RoleOverload角色过载-havingmoreworktoaccomplishthantimepermits.RoleAmbiguity角色模糊-whenroleexpectationsarenotclearlyunderstood.Interpersonaldemands人际要求–pressurescreatedbyotheremployees.lackofsocialsupportfromcolleaguespoorinterpersonalrelationshipsOrganizationstructure组织结构–canincreasestress.excessiverulesemployeelackofopportunitytoparticipateindecisions2021/10/26星期二20Organizationalleadership组织领导–representsthesupervisorystyleoftheorganization’smanagers.createaculturecharacterizedbytension紧张,fear畏惧,andanxiety焦虑.PersonalfactorsfamilyissuespersonaleconomicproblemsinherentpersonalitycharacteristicstypeApersonality–peoplewhohavechronicfeelingsoftimeurgency时间紧迫感excessivecompetitivedrive过度的竞争驱动力difficultyacceptingandenjoyingleisuretime.TypeBpersonality–oppositeoftypeA.susceptibletothesameanxiety-producingelements.2021/10/26星期二22Exhibit6-7:SymptomsofStress压力症状howcanstressbereduced?notallstressisdysfunctional.managerswanttoreducethestressthatleadstodysfunctionalworkbehavior.2021/10/26星期二24employeeselection员工甄选:makesureanemployee’sabilitiesmatchthejobrequirementsbyarealisticjobpreview.improvedorganizationalcommunications组织沟通aperformanceplanningprogram绩效计划suchasMBO（目标管理managementbyobjectives）jobredesign工作再设计suchasateam-resilienceprogram团队弹性计划employeescanshiftassignments,dependingonworkloadanddeadlines.2021/10/26星期二25job–relatedfactorsPersonalfactorsemployeecounseling员工咨询timemanagementprogram时间管理计划wellnessprograms健康计划2021/10/26星期二26ManagersMakingChangeHappenSuccessfullymaketheorganizationchangecapable;understandtheirownroleintheprocess;giveindividualemployeearoleinthechangeprocess.managersrecognizetheirownimportantroleintheprocessactaschangeagents;bechangeleaders.gettingallorganizationalmembersinvolvedinchange.individualemployeesareapowerfulresourceinidentifyingandaddressingchangeissues.2021/10/26星期二276.4.3MakingChangeHappenSuccessfullyExhibit6-8:Change-CapableOrganizationsCreativity创造力-theabilitytocombineideasinauniquewayortomakeunusualassociationbetweenideas.Innovation创新-turningtheoutcomesofthecreativeprocessintousefulproducts,services,orworkmethods.2021/10/26星期二296.3StimulatingInnovation经济学上，创新概念的起源为美籍经济学家熊彼特在1912年出版的《经济发展概论》。熊彼特在其著作中提出：创新是指把一种新的生产要素和生产条件的“新结合”引入生产体系。它包括五种情况：采用一种新的产品——也就是消费者还不熟悉的产品，或一种产品的一种新的特性。产品创新采用一种新的生产方法。技术创新开辟一个新的市场。市场创新掠取或控制原材料或半制成品的一种新的供应来源。资源配置创新实现任何一种工业的新的组织。组织创新2021/10/26星期二30Exhibit6-9:World’sMostInnovativeCompanies2021/10/26星期二322021/10/26星期二33summaryquestionspreparingforcareer(ethicsdilemma:rightofprivacy)skillsexercise(developingtrustskill建立信任技能)teamexercisebeamanager2021/10/26星期二34