人民大2024管理学原理（第10版）英文教师手册robbinscoulter_fom10_im_08.docx

CHAPTER8MANAGINGCHANGEANDINNOVATION1.EARNINGOUCOMESAfterreadingthischapter,studentsshouldbeableto:8-1.Defineorganizationalchangeandcompareandcontrastviewsonthechangeprocess.8-2.Explainhowtomanageresistancetochange.8-3.Describewhatmanagersneedtoknowaboutemployeestress.8-4.Discusstechniquesforstimulatinginnovation.ManagementMythMyth:Theresnothingmanagerscandotoreducethestressinherentintoday,sjobs.Truth:Astutemanagersareredesigningjobs,realigningschedules,andin11xlucingemployeeassistanceprogramstohelpemployeescope.achingTips:Inthischapter,studentswillexploretheconceptofstressandhowitcanbebothapositiveandnegativeforceforindividuals.Asanintroduction,itmaybeusefultoaskstudentsthefollowing:1. Havetheyeverexperiencedalotofworkrelatedstress?Didtheyfeelitnegativelyaffectedtheirbehaviorawayfromwork?Oreventheirhealth?2. Aretherecaseswherestresscanbepositive,pushingpeopletomeetimportantdeadlinesortoattainadifficultgoal?WHTISCHANGEANDHOWDOMANAGERSDEA1.WITHIT?A. Introduction1. ThechapteropenswiththeexampleofEli1.illy'sCEOJohn1.cchIcitcra) Bytheendof2016.Eli1.illywaslosing$10billiononotherdrugsnolongerunderpatentprotection.b) Eli1.illywillfaceadauntingtaskofmakingchangesinthecompany.2. Organizationalchangeisanalterationofanorganization'senvironment,structure,technology,orpeople.3. Ifitweren'tforchange,themanager'sjobwouldbeeasy.a) Planningwouldbesimplified.b) Theissueoforganizationdesignwouldbesolved.c) Decisionmakingwouldbedramaticallysimplified.4. Changeisanorganizationalreality.a) Handlingchangeisanintegralpartofever),manager'sjob.b) Amanagercanchangethreethings.(SeeExhibit81.)(1) Changingstructureincludesanyalterationinanyauthorityrelationships,coordinationmechanisms,degreeofCentraIizationJobdesign,orsimilarorganizationstnctrevariables.(2) ChangingtechnologyencompassesmodificationinthewayworkisprocessedorthenetlxlsandCqUiPmenIused.(3) Changesinpeoplerefertochangesinemployeeattitudes,ex)ectations.perceptions,orl>ehaviors.B. WhydoOrganizationsNeedtoChange?1. WhaiExternalForcesCreateaNeedforChange?a)Theycomefromvarioussources.(1) Themarketplace.(2) Governmenllawsandregulations.(3) Technology.(4) 1.abormarkets.(5) Economics.2. WhaiInternalForcesCreateaNeedforChange?a) Internalforcestendtooriginateprimarilyfromtheinternaloperationsoftheorganizationorfromtheimpactofexternalchanges.b) Whenmanagementredefinesormodifiesitsstrategy,itoftenintroducesahostofchanges.c) Anotherinternalforceibrchangeisthatthecompositionofanorganization'sworkforcechangesintermsofage.education,gender,nationality,andsoforth.d) Anorganization'sworkforceisrarelystatic;itscompositionchanges.e) Thecompensationandbenefitssystemsmightalsoneed(obereworkedtoreecltheneedsofadiverseworkforceandmarketforcesinwhichcertainskillsareinshortsupply.0Employeealliludes,suchasincreasedjobdialisfaction,mayleadtoincreasedabscnleeism,resignations,andevenstrikes.C. WhoinitiatesOrganizationalChange?1. Changeswithinanorganizationneedacatalyst.2. Peoplewhoaclascatalysisandassumetheresponsibilityformanagingthechangepr<essarecalledchangeagents.a) Anymanagercanbeachangeageni.b) Anonmanagercanalsobeachangeagenl.3. Formajorsystemwidechanges,internalmanagc11wntwilloftenhireoutsideconsultantstoprovideadviceandassistance.a) Outsideconsultantscanofferanobjectiveperspective.b) Buttheymayhaveaninadequateunderstandingoftheorganization'shistory,culture,opc11tingprocedures,andpersonnel.c) Theyarcalsopronetoinitiatemoredrasticchangesthaninsiders.4. Internalmanagerswhoactaschangeagentsmaybemorethoughtfulandpossiblymorecautious.D. HowDoesOrganizational(ChangeHappen?1. Twometaphorsrepresentdifferentapproachestounderstandingandrespondingtochange.a) The“calmwaters“metaphorenvisionstheorganizationasalargeshipcrossingacalmsea.(1) Changesurfacesastheoccasionalstorm,abriefdistractioninanotherwisecalmandpredictabletrip.b) Inthefcfcwhite-waterrapids"metaphor,theorganizationisseenasasmallraftnavigatingaragingriverwithuninterruptedwhile-waterrapids.(1) Changeisanaturalstateandmanagingchangeisacontinualprocess.2. WhatIstheuCalmWaters''Metaphor?a) ThecalmwatersIneIaPhOrdominatedthethinkingofpracticingmanagersandacademics.(1) Theprevailingmodelforhandlingchangeincalmwatersisillustratedin1.ewin'sthree-stepmodel.(SeeExhibit8-2.)(2) AccordingtoIxwin.successfulchangerequiresunfreezinglhestatusquo,changingtoanewstale,andrefreezingthenewchangetomakeitpermanent.(3) Thes(aiusquocanbeconsideredanequilibriumstate.(4) Unfreezingisnecessar),Iomovefromthisequilibrium.Itcanbeachievedinoneofthreeways:(a) Thelrivingforcescanbeincreased(direclbehaviorawayfromlheSiaiusquo).(b) Therestrainingforcescanbedecreased(hindermovementfromtheexistingequilibrium).(c) Theiwoapproachescanbecombined.b) Onceunfreezinghasbeenaccomplished,thechangeitselfcanbeimplemented.c) Thenewsituationneedsloberef11>zensothatitcanbesustainedoverlime.(1) Unlessthisisdone,thereisastrongc