文档介绍：Managing Change and Innovation
Chapter 13
© 2007 Prentice Hall, Inc. All rights reserved.
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 Lewin’s three-step model of the change process.
anizational Change
anizational change.
Contrast internal and external change agents.
Explain how managers might change structure, technology, and people.
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© 2007 Prentice Hall, Inc. All rights reserved. *
L E A R N I N G O U T L I N E (cont’d) 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 anizational 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 essfully.
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© 2007 Prentice Hall, Inc. All rights reserved. *
L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter.
Stimulating Innovation
Explain why innovation isn’t 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 they’re important to innovation.
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© 2007 Prentice Hall, Inc. All rights reserved. *
What Is Change?
Organizational Change
Any alterations in the people, structure, or technology of anization
Characteristics of Change
Is constant yet varies in degree and direction
Produces uncertainty yet is pletely unpredictable
Creates both threats and opportunities
Managing change is an integral part of every manager’s job.
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© 2007 Prentice Hall, Inc. All rights reserved. *
Forces for Change
External Forces
Marketplace
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