管理學(xué)羅賓斯第11版06

1、Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. publishing as Prentice Hall6-1 Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Steph

2、en P. Robbins & Mary Coulter2012 Pearson Education, Inc. publishing as Prentice Hall6-2 Compare and contrast views on the change process Classify types of organizational change Explain how to manage resistance to change Discuss contemporary issues in managing change Describe techniques for stimu

3、lating innovationCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. publishing as Prentice Hall6-3 The Change Process The Calm Waters Metaphor Lewins description of the change process as

4、 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 The lack of environmental stability and predictability requires that managers and organizations continually adapt (manage change acti

5、vely) to survive.Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. publishing as Prentice Hall6-4 Exhibit 6-1: External and Internal Forces for ChangeCopyright 2012 Pearson Education, I

6、nc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. publishing as Prentice Hall6-5 Organizational Change and Change Agents Organizational Change - any alterations in the people, structure, or technology of an organization.

7、 Change Agents - persons who act as catalysts and assume the responsibility for managing the change process.Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. publishing as Prentice Hall

8、6-6 Types of Change Agents Managers: internal entrepreneurs Nonmanagers: change specialists Outside consultants: change implementation expertsCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education

9、, Inc. publishing as Prentice Hall6-7 Exhibit 6-2: The Three-Step Change ProcessCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. publishing as Prentice Hall6-8 Types of Change Structur

10、e Changing an organizations structural components or its structural design Technology 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, expecta

11、tions, perceptions, and behaviors of the workforceCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. publishing as Prentice Hall6-9 Exhibit 6-3: Three Types of ChangeCopyright 2012 Pears

12、on Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. publishing as Prentice Hall6-10 Organizational Development Organizational Development (OD) - techniques or programs to change people and the nature and qua

13、lity of interpersonal work relationships. Global OD - OD techniques that work for U.S. organizations may be inappropriate in other countries and cultures.Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pears

14、on Education, Inc. publishing as Prentice Hall6-11 Exhibit 6-4: Popular OD Techniques Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. publishing as Prentice Hall6-12 Managing Resistan

15、ce to Change Why People Resist Change 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 organizat

16、ionCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. publishing as Prentice Hall6-13 Exhibit 6-5: Techniques for Reducing Resistance to ChangeCopyright 2012 Pearson Education, Inc. Publ

17、ishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. publishing as Prentice Hall6-14 Changing Organizational Culture Cultures are naturally resistant to change. Conditions that facilitate cultural change: The occurrence of a dramat

18、ic crisis Leadership changing hands A young, flexible, and small organization A weak organizational cultureCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. publishing as Prentice Hall6

19、-15 Exhibit 6-6: Changing CultureCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. publishing as Prentice Hall6-16 Stress and Stressors Stress - the adverse reaction people have to exce

20、ssive pressure placed on them from extraordinary demands, constraints, or opportunities. Stressors - factors that cause stress.Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. publishi

21、ng as Prentice Hall6-17 What Causes Stress? Role Conflicts - work expectations that are hard to satisfy. Role Overload - having more work to accomplish than time permits. Role Ambiguity - when role expectations are not clearly understood.Copyright 2012 Pearson Education, Inc. Publishing as Prentice

22、Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. publishing as Prentice Hall6-18 Personal Factors Causing Stress Type A personality - people who have a chronic sense of urgency and an excessive competitive drive. Type B personality - people who a

23、re relaxed and easygoing and accept change easily.Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. publishing as Prentice Hall6-19 Exhibit 6-7: Symptoms of StressCopyright 2012 Pearson

24、 Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. publishing as Prentice Hall6-20 Stimulating Innovation Creativity - the ability to combine ideas in a unique way or to make an unusual association. Innovatio

25、n - turning the outcomes of the creative process into useful products, services, or work methods.Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. publishing as Prentice Hall6-21 Stimul

26、ating Innovation (cont.) Idea Champions - individuals who actively and enthusiastically support new ideas, build support, overcome resistance, and ensure that innovations are implemented.Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Rob

27、bins & Mary Coulter2012 Pearson Education, Inc. publishing as Prentice Hall6-22 Exhibit 6-8: Change-Capable OrganizationsCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. publishing

28、 as Prentice Hall6-23 Exhibit 6-9: Worlds Most Innovative CompaniesCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. publishing as Prentice Hall6-24 Structural Variables Adopt an organi

29、c structure Make available plentiful resources Engage in frequent inter-unit communication Minimize extreme time pressures on creative activities Provide explicit support for creativityCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbi

30、ns & Mary Coulter2012 Pearson Education, Inc. publishing as Prentice Hall6-25 Cultural Variables Accept ambiguity Tolerate the impractical Have low external controls Tolerate risk taking Tolerate conflict Focus on ends rather than means Develop an open-system focus Provide positive feedbackCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary C