Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,2007 Prentice Hall,Inc.All rights reserved.,*,13,*,Managing Change and Innovation,Chapter,13,Managing Change and Innovation,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,.,Forces for Change:Two Views of the Change Process,Discuss the external and internal forces for change.,Contrast the calm waters and white-water rapids metaphors of change.,Explain Lewins three-step model of the change process.,Managing Organizational Change,Define organizational change.,Contrast internal and external change agents.,Explain how managers might change structure,technology,and people.,2,L E A R N I N G O U T L I N E,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 Change,Explain why people resist change and how resistance might be managed.,Contemporary Issues in Managing Change,Explain 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.,3,L E A R N I N G O U T L I N E,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 Innovation,Explain 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.,4,L E A R N I N G O U T L I N E,What Is Change?,Organizational Change,Any alterations in the people,structure,or technology of an organization,Characteristics of Change,Is constant yet varies in degree and direction,Produces uncertainty yet is not completely unpredictable,Creates both threats and opportunities,Managing change is an integral partof every managers job.,5,What Is Change?Organizational,Forces for Change,External Forces,Marketplace,Governmental laws and regulations,Technology,Labor market,Economic changes,Internal Forces,Changes in organizational strategy,Workforce changes,New equipment,Employee attitudes,6,Forces for ChangeExternal Forc,Change Process Viewpoints,The Calm Waters Metaphor(,风平浪静观,),Lewins description of the change process as a break in the organizations equilibrium state,Unfreezing,the status quo,Changing,to a new state,Refreezing,to make the change permanent,White-Water Rapids Metaphor(,急流险滩观,),The lack of environmental stability and predictability requires that managers and organizations continually adapt(manage change actively)to survive.,7,Change Process ViewpointsThe C,Exhibit 131The Change Process(,变革过程,),8,Exhibit 131The Change Proces,Change Agents,Change Agents(,变革推动者,),Persons who act as catalysts and assume the responsibility for managing the change process.,Types of Change Agents,Managers:internal entrepreneurs,Nonmanagers:change specialists,Outside consultants:change implementation experts,9,Change AgentsChange Agents(变革推,Exhibit 132Three Categories of Change(,变革的类型,),10,Exhibit 132Three Categories,Types of Change,Structural,Changing an organizations structural components or its structural design,Technological,Adopting new equipment,tools,or operating methods that displace old skills and require new ones,Automation:replacing certain tasks done by people with machines,Computerization,People,Changing attitudes,expectations,perceptions,and behaviors of the workforce,Organizational development(OD),Techniques or programs to change people and the nature and quality of interpersonal work relationships.,11,Types of ChangeStructuralPeopl,Organizational Development,Organizational Development(OD),Techniques or programs to change people and the nature and quality of interpersonal work relationships.,Global OD,OD techniques that work for U.S.organizations may be inappropriate in other countries and cultures.,12,Organizational DevelopmentOrga,Exhibit 133Organizational Development Techniques,13,Exhibit 133Organizational De,Managing Resistance to Change,Why People Resist Change?(,人们为可抵制变革？,),The ambiguity and uncertainty that change introduces,The comfort of old habits,A concern over personal loss of status,money,authority,friendships,and personal convenience,The perception that change is incompatible with the goals and interest of the organization,14,Managing Resistance to ChangeW,Exhibit 134Managerial Actions to Reduce Resistance to Change(,减少变革阻力的方法,),Education and communication(,教育和沟通,),Participation(,参与,),Facilitation and support(,促进和支持,),Negotiation(,谈判,),Manipulation and co-optation(,操纵和招揽,),Coercion(,强制,),15,Exhibit 134Managerial Action,Issues in Managing Change(contd),Changing Organizational Cultures(,组织文化变革,),Cultures are naturally resistant to change.,Conditions that facilitate cultural change(,促进文化变革的条件,):,The occurrence of a dramatic crisis(,发生一次重大危机,),Leadership changi