Chapter 09

MANAGING
CHANGE AND
INNOVATION
09-1
 Learning Objectives
You should learn to:
1. What Is Change? Forces For Change
2. Contrast the calm waters and white-water rapids
metaphors of change
3. Describe what managers can change in
organizations
4. Explain why people are likely to resist change
5. List techniques for reducing resistance to change
6.Describe the situational factors that facilitate
cultural change

09-2
 Learning Objectives (cont.)

You should learn to:

7.Explain how process reengineering 流程再造 is
related to change
8.Describe techniques for reducing employee
stress
9.Differentiate between creativity and
innovation
10.Explain how organizations can stimulate
and nurture innovation

09-3
 1.What Is Change?

Change: alterations in people, structure,

or technology
Functions:
– change is an organizational reality
– managing change is an integral part of
every manager’s job
– to complicate the jobs of managers

09-4
 1.Forces For Change
(1)External Forces
– marketplace - adapt to change of consumer desires
– governmental laws and regulations - frequent
impetus 推动力 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 预算赤字 , and currency exchange rates

09-5
 1.Forces For Change (cont.)
(2)Internal Forces
– originate from the operations of the organization
– forces may include strategy, workforce, new equipment, or
employee attitudes
Manager as Change Agent 变革推动者
– change agents - act as catalysts 催化剂 and assume 承
担 responsibility for change

• Any manager may serve as change agent

who may be more thoughtful, overcautious
• outside consultant - used for system wide
changes,
Who produce more drastic changes than
insiders
09-6
2.Contrast the calm waters and white-water rapids
metaphors of change
The Calm Waters Metaphor
– Lewin’s 卢因 three-step model 风平浪静观
– unfreezing - preparing for the needed change by:
– increasing the driving forces 驱动力 that direct
behavior away from the status quo 现状
– decreasing the restraining forces that push
behavior towards the status quo
» status quo - conceived to be an equilibrium
• changing - move to another equilibrium level
• refreezing - make change permanent
– objective is to stabilize the new situation
– change is a break in the organization’s equilibrium 风
平浪静的 state
09-7
The Change Process

09-8
Two Views Of The Change Process (cont.)
White-Water Rapids Metaphor 急流险滩观
– consistent with uncertain and dynamic
environments
– consistent with a world increasingly
dominated by information, ideas, and
knowledge
– managers must continually maneuver 机智 in
uninterrupted rapids 不断的急流
• managers face constant change
– today, managers must be ready to efficiently
and effectively manage the changes that their
organizations or their work areas face 09-9
3.Three Categories Of Change
Work specialization,
departmentalization,
Structure chain of command, span of
control, centralization,
formalization, job redesign,
or actual design

Work processes, methods,

Technology
and equipment

Attitudes, expectations,
People perceptions 认知 , and
behavior
09-10
 Managing Change
Initiating Change: 发动变革
– identifying what organizational areas might
need to be changed
– putting the change process in motion 付诸行动
– managing employee resistance to change
Types of Change
– changing structure - organization’s formal
design, centralization, degree of
formalization, and work specialization
• structural components and structural
design
09-11
 Managing Change (cont.)
Types of Change (cont.)
– changing technology - modifications in the
way work is performed
• alterations in the methods and equipment
used
– consequence of competitive factors or
innovations within an industry
– automation - replaces tasks done by
people with machines
– computerization - recent visible changes
in information systems
09-12
 Managing Change (cont.)
Type of Change (cont.)
– changing people - changes in employee
attitudes, expectations, perceptions, and
behavior
• organizational development (OD) -
techniques or programs to change people
and the nature and quality of interpersonal
work relationships
– intended to help individuals and groups
work together more effectively

-09-13
Organizational Development Techniques

Sensitivity
Training

Survey More Team

Feedback Effective Building
Interpersonal
Work
Environment

Process Intergroup
Consultation Development

09-14
 Managing Change (cont.)
4.Why people resist change
• change replaces the known with ambiguity
and uncertainty
• change threatens investments in the status
quo
• belief that change is incompatible 不符合 with
the goals and interests of the organization
5.Techniques for reducing resistance
• a variety of actions available to managers to
deal with dysfunctional 功能紊乱 resistance(p204)
09-15
Managerial Actions to Reduce Resistance to Change

13-16
Contemporary Issues In Managing Change
6.Describe the situational factors that
facilitate cultural change
– culture resistant to change because it is made up
of relatively stable and permanent characteristics
– strong cultures are particularly resistant to change
– Understanding the Situational Factors 对情境因素的认
识 - makes cultural change more likely

• dramatic crisis occurs 大规模危机出现

• leadership changes hands 领导职位缺人
• organization is young and small
• culture is weak
09-17
 Contemporary Issues (cont.)
– How Can Cultural Change Be
Accomplished?
• requires a comprehensive and coordinated
strategy
– show the current culture is useless
– implement new “ways of doing things”
– reinforce those new values 强化新的价值观
• change, if it comes, is likely to be slow
• protect against any return to old, familiar
practices and traditions
09-18
The Road to Cultural Change

13-19
 Contemporary Issues (cont.)
Continuous Quality Improvement Programs 持续的质量改进
– continuous, small, incremental changes 渐进的变革
– fix and improve current work activities
– rely on participative decision making from the
bottom levels
7.Explain how process reengineering is related to
change 流程再造
– dramatic shift in the way an organization does its
work
– begins with the redesign of work
• define customer needs
• design work processes to best meet those needs
– requires participation from managers and workers
09-20
 Continuous Quality Improvement Versus
Reengineering

Continuous Quality
Reengineering
Improvement
• Continuous, incremental
• Radical change
change
• Redesigning - starting over
• Fixing and improving 推倒重来

• Mostly “what can be”

• Mostly “as is” 着重考虑“现状” “ 能变成怎样”

• Works from bottom up in • Initiated by top

organization management
09-21
 Contemporary Issues (cont.)
Handling Employee Stress
– What is Stress?
• a dynamic condition a person faces when
confronted with an opportunity, constraint, or
demand related to what s/he desires
– outcome is perceived to be both uncertain
and important
– typically associated with constraints and
demands
• stress is not necessarily bad
• potential stress becomes actual stress when:
– outcome is both uncertain
– outcome is important
09-22
 Contemporary Issues (cont.)
Handling Employee Stress (cont.)
– Causes of Stress
• found in organizational and personal
factors
• change of any kind is potentially stressful
• uncertainty around important matters

09-23
 Causes Of Stress

Personal Factors STRESS Job-Related

09-24
 Symptoms Of Stress

Physiological

Psychological
Symptoms
of Stress

Behavioral

09-25
 Contemporary Issues (cont.)
8.Describe techniques for reducing employee stress
（ 1 ） controlling certain organizational factors
– employee’s abilities should match job
requirements
– improve organizational communications
» reduce ambiguity
– performance planning program
» clarify job responsibilities
» provide performance feedback
– job redesign
» reduce boredom or work overload
09-26
 Contemporary Issues (cont.)
Handling Employees Stress (cont.)
（ 2 ） offering help for personal stress
– general considerations
» difficult for manager to control this source
of stress
» ethical considerations
– available approaches
» employee counseling
» time management program
» sponsored wellness programs 举办各种健身活动

09-27
 Stimulating Innovation
9.Differentiate between creativity and
innovation
Creativity versus Innovation
– creativity - ability to combine ideas in a
unique way or to make unusual associations
between ideas
– innovation - process of transforming creative
ideas into a useful product, service, or
method of operation

09-28
 Systems View Of Innovation

Inputs Transformation Outputs

Creative individuals, Creative process Creative product(s)

groups, Creative situation
organizations

09-29
 Stimulating Innovation (cont.)
10.Explain how organizations can stimulate and
nurture innovation
Stimulating and Nurturing Innovation
（ 1 ） must focus on inputs
• creative people and groups within the organization
（ 2 ） requires appropriate environment
• structural variables
– organic design
– plentiful resources
– frequent inter-unit communication

09-30
 Stimulating Innovation (cont.)
Stimulating and Nurturing Innovation (cont.)
（ 2 ） requires appropriate environment (cont.)
• cultural variables
– encourage experimentation
– reward success and failures
– celebrate mistakes 赞赏失败
• human resource variables
– promote training and development of employees
– offer high job security
– encourage individuals to become idea champions 创新
带头人

» self-confident, persistent 有持久力 , risk taking

» energize 激发 others with visions of innovation

09-31
Innovation Variables

09-32