第三講：戰(zhàn)略與組織變革范黎波對外經(jīng)濟貿(mào)易大學國際商學院2008年11月第十三章：組織變革與創(chuàng)新MANAGINGCHANGEANDINNOVATION

引言作家加德勒（JohnCardler）說過：大多數(shù)有問題的組織是因為滋生了功能性的盲目，看不到自己的缺點。它們的癥結(jié)并不在于無法解決問題，而是根本看不到問題。你是否知道事情在發(fā)生？你是否能夠看到事情發(fā)生？你是否可以令事情發(fā)生？LearningObjectivesYoushouldlearnto:Contrastthecalmwatersandwhite-waterrapidsmetaphorsofchangeDescribewhatmanagerscanchangeinorganizationsExplainwhypeoplearelikelytoresistchangeListtechniquesforreducingresistancetochangeLearningObjectives(cont.)DescribethesituationalfactorsthatfacilitateculturalchangeExplainhowprocessreengineeringisrelatedtochangeDifferentiatebetweencreativityandinnovationExplainhoworganizationscanstimulateandnurtureinnovationWhatIsChange?Changealterationsinpeople,structure,ortechnology,andculturechangeisanorganizationalrealitymanagingchangeisanintegralpartofeverymanager’sjobForcesForChangeExternalForcesmarketplace

Technologylabormarkets

economic-uncertaintiesaboutinterestrates,budgetdeficits,andcurrencyexchangeratesForcesForChange(cont.)InternalForcesoriginatefromtheoperationsoftheorganizationforcesmayincludestrategy,workforce,newequipment,oremployeeattitudesManagerinitiatives-----asChangeAgent13-8TwoViewsOfTheChangeProcessTheCalmWatersMetaphorchangeisabreakintheorganization’sequilibriumstate

Lewin’sthree-stepmodelunfreezing-preparingfortheneededchangeby:increasingthedrivingforcesthatdirectbehaviorawayfromthestatusquodecreasingtherestrainingforcesthatpushbehaviortowardsthestatusquochanging-movetoanotherequilibriumlevelrefreezing-makechangepermanentTheChangeProcessTwoViewsOfTheChangeProcess(cont.)White-WaterRapidsMetaphorconsistentwithuncertainanddynamicenvironmentsconsistentwithaworldincreasinglydominatedbyinformation,ideas,andknowledgemanagersmustcontinuallymaneuverinuninterruptedrapidstoday,managersmustbereadytoefficientlyandeffectivelymanagethechangesfacingtheirorganizationsortheirworkareasThreeCategoriesOfChangeWorkspecialization,departmentalization,chainofcommand,spanofcontrol,centralization,formalization,jobredesign,oractualdesignStructureAttitudes,expectations,perceptions,andbehaviorPeopleWorkprocesses,methods,andequipmentTechnologyTheCategoriesOfChangechangingstructure-organization’sformaldesign,centralization,degreeofformalization,andworkspecializationstructuralcomponentsandstructuraldesignchangingtechnology-modificationsinthewayworkisperformedalterationsinthemethodsandequipmentusedconsequenceofcompetitivefactorsorinnovationswithinanindustryautomation-replacestasksdonebypeoplewithmachinescomputerization-recentvisiblechangesininformationsystemschangingpeople-changesinemployeeattitudes,expectations,perceptions,andbehaviororganizationaldevelopment(OD)-techniquesorprogramstochangepeopleandthenatureandqualityofinterpersonalworkrelationshipsintendedtohelpindividualsandgroupsworktogethermoreeffectivelyOrganizationalDevelopmentTechniquesMoreEffectiveInterpersonalWorkEnvironmentProcessConsultationIntergroupDevelopmentSensitivityTrainingSurveyFeedbackTeamBuildingDealingwithResistancetoChangeWhypeopleresistchangechangereplacestheknownwithambiguityanduncertaintychangethreatensinvestmentsinthestatusquobeliefthatchangeisincompatiblewiththegoalsandinterestsoftheorganizationTechniquesforreducingresistanceavarietyofactionsavailabletomanagerstodealwithdysfunctionalresistanceManagerialActionstoReduceResistancetoChangeContemporaryIssuesInManagingChangeChangingOrganizationalCulturecultureresistanttochangebecauseitismadeupofrelativelystableandpermanentcharacteristicsstrongculturesareparticularlyresistanttochangeUnderstandingtheSituationalFactors-makesculturalchangemorelikelydramaticcrisisoccursleadershipchangeshandsorganizationisyoungandsmallcultureisweakContemporary

Issues(cont.)ChangingOrganizationalCulture(cont.)HowCanCulturalChangeBeAccomplished?requiresacomprehensiveandcoordinatedstrategyunfreezethecurrentcultureimplementnew“waysofdoingthings”reinforcethosenewvalueschange,ifitcomes,islikelytobeslowprotectagainstanyreturntoold,familiarpracticesandtraditionsTheRoadtoCulturalChangeContemporaryIssues(cont.)ContinuousQualityImprovementProgramscontinuous,small,incrementalchangesfixandimprovecurrentworkactivitiesrelyonparticipativedecisionmakingfromthebottomlevelsProcessReengineeringdramaticshiftinthewayanorganizationdoesitsworkbeginswiththeredesignofworkdefinecustomerneedsdesignworkprocessestobestmeetthoseneedsrequiresparticipationfrommanagersandworkersContinuousQualityImprovementVersusReengineeringContinuousQualityImprovementContinuous,incrementalchangeFixingandimprovingMostly“asis”Worksfrombottomupin organizationReengineeringRadicalchangeRedesigning-startingoverMostly“whatcanbe”Initiatedbytopmanagement創(chuàng)新

StimulatinginnovationStimulatingInnovationCreativityversusInnovationcreativity-abilitytocombineideasinauniquewayortomakeunusualassociationsbetweenideasinnovation-processoftransformingcreativeideasintoausefulproduct,service,ormethodofoperationSystemsViewOfInnovationCreativeindividuals,groups,organizationsCreativeprocessCreativesituationCreativeproduct(s)InputsTransformationOutputs13-26StimulatingandNurturingInnovationmustfocusoninputs

creativepeopleandgroupswithintheorganizationrequiresappropriateenvironment

structuralvariables

organicdesignplentifulresourcesfrequentinter-unitcommunicationStimulatingInnovation(cont.)StimulatingInnovation(cont.)StimulatingandNurturingInnovation(cont.)requiresappropriateenvironment(cont.)culturalvariablesencourageexperimentationrewardsuccessandfailurescelebratemistakeshumanresourcevariablespromotetraininganddevelopmentofemployeesofferhighjobsecurityencourageindividualstobecomeideachampionsself-confident,persistent,risktakingenergizeotherswithvisionsofinnovationInnovationVariables在組織變革引入公平操作（fairprocess）本章結(jié)言1、過程公正與公平操作人們對司法制度的信任正是基于對過程公正的信任。審判的過程是否公正和審判的結(jié)果是否公