文档介绍：Chapter 13
MANAGING
CHANGE AND
INNOVATION
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Learning Objectives
You should learn to:
Contrast the calm waters and white-water rapids metaphors of change
Describe what managers can change anizations
Explain why people are likely to resist change
List techniques for reducing resistance to change
Describe the situational factors that facilitate cultural change
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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 anizations can stimulate and nurture innovation
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What Is Change?
Change
alterations in people, structure, or technology
change is anizational reality
managing change is an integral part of every manager’s plicates the jobs of managers
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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
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Forces For Change (cont.)
Internal Forces
originate from the operations of anization
forces may include strategy, workforce, new equipment, or employee attitudes
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
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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