第三講：戰(zhàn)略與組織變革范黎波對(duì)外經(jīng)濟(jì)貿(mào)易大學(xué)國(guó)際商學(xué)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?yàn)樽躺斯δ苄缘拿つ浚床坏阶约旱娜秉c(diǎn)。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(duì)司法制度的信任正是基于對(duì)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