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Chapter 7

Chapter 7. Managing Change, Stress, and Innovation 管理變革、壓力、及創 新. Change is the only thing that will never change. 改變是常態. True or false? If you always do what you’ve always done, you’ll always get what you’ve always gotten. 思考一下： Nokia 原來是做什麼的？ 康寧現在主要產業是什麼？ 十年前的一百大現在都在那裡？. 變革三定理.

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Chapter 7

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  1. Chapter 7 Managing Change, Stress, and Innovation 管理變革、壓力、及創 新

  2. Change is the only thing that will never change. 改變是常態 True or false? If you always do what you’ve always done, you’ll always get what you’ve always gotten.

  3. 思考一下： • Nokia原來是做什麼的？ • 康寧現在主要產業是什麼？ • 十年前的一百大現在都在那裡？

  4. 變革三定理 • 改變不見得成功 • 不改變絕對失敗 • 唯有妥善的規畫與管理才能確保變革成功

  5. What Is Change? • Change • An alteration of an organization’s environment, structure, technology, or people組織環境、結構、技術或人員的變遷 • A constant force • An organizational reality • An opportunity or a threat • Change agent變革經理人 • A person who initiates and assumes the responsibility for managing a change in an organization

  6. Performance Performance 。 Time Time Types of Change Failure (失敗型) Turnaround (重建型)

  7. Performance Performance Time Time Types of Change (Cont’d) Reengineering (改造型) Proactive (預應型)

  8. 思考這個試驗的結果 • 如果將一隻蜜蜂和一隻蒼蠅放進一個玻璃瓶中，然後將玻璃瓶平放，瓶底朝向較光的窗口，再打開瓶蓋，你猜會怎樣？何者會逃出？

  9. 冒險 • 試錯 • 即興發揮 • 隨機應變 • 迂迴前進

  10. Three Categories of Change 態度 期望 認知 行為 職權關係 協調機制 工作重新設計 控制幅度 工作程序 工作方法 器具 EXHIBIT 7.1

  11. External forces外在力量 Marketplace competition Government laws and regulations New technologies Labor market shifts Cycles in the economy Social change Internal forces Strategy modifications New equipment New processes Workforce composition Restructured jobs Compensation and benefits Labor surpluses and shortages Employee attitudes Forces For Change

  12. Two Views Of The Change Process • “Calm waters”靜海揚帆metaphor • A description of traditional practices in and theories about organizations that likens the organization to a large ship making a predictable trip across a calm sea and experiencing an occasional storm • “White-water rapids”急流泛舟metaphor • A description of the organization as a small raft navigating a raging river

  13. Change in “Calm Waters” • Kurt Lewin’s Three-Step Process • Unfreezing解凍現狀 • The driving forces, which direct behavior away from the status quo, can be increased. • The restraining forces, which hinder movement from the existing equilibrium, can be decreased. • The two approaches can be combined. • Implementation of change執行改變 • Refreezing凍結變革

  14. The Change Process EXHIBIT 7.2

  15. Change In “White-water Rapids” • Change is constant in a dynamic environment. • The only certainty is continuing uncertainty. • Competitive advantages do not last. • Managers must quickly and properly react to unexpected events. • Be alert to problems and opportunities • Become change agents in stimulating, implementing and supporting change in the organization

  16. Why People Resist Change為何抗拒變革 恐懼未知 關心個人損失 認為變革對組織本身沒有甚麼好處 EXHIBIT 7.3

  17. Techniques for Reducing Resistance to Change TECHNIQUE WHEN USED Education and When resistance is due to misinformationcommunication教育與溝通 Participation When resisters have the expertise to make參與 a contribution Facilitation and When resisters are fearful and anxiety-riddensupport配合與支援 Negotiation Necessary when resistance comes from談判 a powerful group Manipulation When a powerful group’s cooperation and操縱控制 an endorsement is is needed Coercion強制 When a powerful group’s endorsement is needed

  18. Implementing Planned Changes • Organization development (OD) • An activity (intervention) designed to facilitate planned, long-term organization-wide change • Focuses on the attitudes and values of organizational members; • Is essentially an effort to change an organization’s culture. • Survey feedback問卷回饋 • Process consultation程序諮商 • Team-building建立團隊 • Intergroup development建立團隊間之相互關係

  19. Stress壓力 • Occurs when individuals confront a situation related to their desires for which the outcome is perceived to be both uncertain and important. • Positive stress: when the situation offers an opportunity for one to gain something • Negative stress: when constraints or demands are placed on individuals • The Aftermath Of Organizational Change • Stressors壓力因素 • A factor that causes stress

  20. Sources of Stress壓力來源 • Constraints限制 • Barriers that keep us from doing what we desire. • Inhibit individuals in ways that take the control of a situation out of their hands • Demands需求 • Cause persons to give up something they desire. • Demands preoccupy your time and force you to shift priorities.

  21. Major Stressors EXHIBIT 7.6

  22. Personal Family issues Personal economic problems Inherent personality characteristics. Organizational Task demands Technological advancements Work process engineering Downsizing Restructuring Role Demand 角色需求 ambiguity混淆 conflict衝突 overload超負荷 Stressors

  23. Type A personality People who have a chronic sense of urgency and an excessive competitive drive Type B personality People who are relaxed and easygoing and accept change easily Personality Types性格類別

  24. Psychological 心理方面的symptoms Increased tension緊張 Anxiety焦慮 Boredom無聊 Procrastination拖拖拉拉 Behavior-related 行為相關的symptoms Changes in eating habits Increased smoking Substance consumption愛消費 Rapid speech言語急促 Sleep disorders睡眠失調 Symptoms Of Stress壓力的徵兆

  25. REDUCING STRESS 降低壓力 • Person-job fit Concerns • Match employees to their jobs, clarify expectations, redesign jobs, and increase employee involvement and participation • Employee assistance programs (EAPs) • Programs that help employees overcome personal and health-related problems • Wellness programs • Programs that help employees prevent health problems

  26. Innovation創新：新的改變 There is a lot of room of improvement in every job. Real improvement comes from Innovation. 攸關創新「五識」： • 常識 Common sense • 知識 Knowledge • 見識 Vision & Insight • 膽識 Drive • 賞識Appreciation

  27. Stimulating Innovation激勵創新 • Creativity創造力 • The ability to combine ideas in a unique way or to make unusual connections • Innovation創新 • The process of taking a creative idea and turning it into a useful product, service, or method of operation • Perception認知 • Incubation育成 • Inspiration靈感 • Innovation創新

  28. Structural Variables Affecting Innovation影響創新的結構變數 • Organic structures有機式的組織結構 • Positively influence innovation through less work specialization, fewer rules and decentralization • Easy availability of plentiful resources充足便利的資源 • Allow management to purchase innovations, bear the cost of instituting innovations, and absorb failures. • Frequent interunit communication強化單位間溝通 • Helps to break down barriers to innovation by facilitating interaction across departmental lines.

  29. Characteristics of an Innovative Culture創新的文化特質 • Acceptance of ambiguity • Tolerance of the impractical • Low external controls • Tolerance of risk • Tolerance of conflict • Focus on ends rather than on means • Open systems focus

  30. HR Variables Affecting Innovation影響創新的人力資源變數 • HR practices that foster innovation • Promotion of training and development so employee knowledge remains current • Offer employees high job security to reduce fear of making mistakes and taking risks • Encourage employees to become champions of change

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