罗宾斯管理学双语教学讲稿13.docVIP

13 Managing Change and Innovation 1. INTRODUCTION. Change and change management are important aspects of the manager’s job. Managing change and innovation are the focus of this chapter. 2. WHAT IS CHANGE? Organizational change is defined as any alteration in people, structure, or technology. Change is ever present in organizations and cannot be eliminated. Instead, we need to look at the key issues related to managing change. 3. FORCES FOR CHANGE. There are external and internal forces that create the need for change. A. External forces that create the need for change come from various sources. 1. The marketplace 2. Government laws and regulations 3. Technology 4. Labor markets 5. Economic changes B. Internal forces tend to originate primarily from the internal operations of the organization or from the impact of external changes. 1. Changes in strategy 2. Changes in the workforce 3. New equipment 4. Change in employee attitudes C. The Manager as Change Agent. Change requires a catalyst. The manager may act as a change agent, which is an individual who acts as a catalyst and manages the change process. 4. TWO VIEWS OF THE CHANGE PROCESS. Two very different metaphors can be used to describe the change process. A. The calm waters metaphor characterizes the process of change as being like a ship crossing a calm sea. It’s best illustrated by Lewin’s three-step process for change. (See Exhibit 13.1) 1. Unfreezing the equilibrium is the first step. This can be accomplished in one of three ways. a. Increasing driving forces, which direct behavior away from the status quo. b. Decreasing restraining forces, which hinder movement from the existing equilibrium. c. Combining the two approaches. 2. The next step is to implement the change itself. 3. The final step is to refreeze the situation. B. The white-water rapids metaphor describes change that takes place in uncertain and dynamic environments. C. If we put the two views in perspective, we must note that not every