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1、Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/IrwinCopyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin16C H A P T E RManaging Organizational Managing Organizational Change and InnovationChange and InnovationlDEFINE what is mea
2、nt by organizational change management.lIDENTIFY the major steps in undertaking organizational change effort.lDESCRIBE the two major types of change forces.lDISCUSS the role of problem diagnosis in the organizational change management.lIDENTIFY a number of change methods and the relative depth of in
3、tervention each represents. lRECOGNIZE the impediments and conditions that may limit change management effectiveness.lDISCUSS the ethical implications of change management.lUNDERSTAND how adopting innovation is a natural outcome in organizations that effectively manage change.Copyright 2002 by The M
4、cGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/IrwinManaging Organizational Change Change is an inevitable, pervasive, persistent, and permanent condition for all organizations. Organizations futures depend on their ability to master change. Effective managers must view managing planned
5、 change as an integral responsibility. Contemporary managers will have to develop approaches for adopting and implementing innovation.3Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/IrwinOrganizational Change ApproachesManaging Change through Reason Managing Chang
6、e through PowerManaging Change through Reeducation 4Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/IrwinLearning Principles in Change ManagementUnfreezing old learningUnfreezing old learning lRequires people who want to learn new ways to think and act.lDeals direc
7、tly with resistance to change. Movement to new learningMovement to new learning lRequires training, demonstration, and empowerment.lEmpower employees to take on new behaviors. RefreezingRefreezing the learned behavior the learned behavior lOccurs through the application of reinforcement and feedback
8、.lStrategies designed to minimize the loss of new knowledge, skills.5Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/IrwinChange Agents lExternal Change AgentslTemporary employees of the organization engaged only for the duration of the change process.lInternal Cha
9、nge AgentslAn individuals working for the organization who knows something about its problemslExternal-Internal Change AgentslDesignating an individual or small group within the organization to serve with the external change agent.Interveners bring a different perspective to the situation and challe
10、nge the status quo for the purpose of improving effectiveness.6Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/IrwinIndividual Resistance to Change lThreat of a loss of position, power, and authoritylEconomic insecuritylPossible alteration of social friendships and
11、 interactivitylFear of the unknownlFailure to recognize or be informed about the need to changelCognitive dissonance or discomfort created by what is new or differentReasons for Resistance Include:7Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/IrwinOrganizational
12、 Resistance to Change Barriers to Change Include: The professional and functional orientation of the department, unit, or team. Structural inertia Possible threat to the organizational power balance Failures at previous change8Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved. Mc
13、Graw-Hill/IrwinStrategies for Overcoming Resistance to Change Key ConsiderationslIndividuals and organizations must have a reason to changelInvolvement of people at all levels of the hierarchylOngoing communication lCreation of a learning organization:Open discussion and accessibility to information
14、 Clear vision expressed at all levels Strong emphasis on independence, worth and importance of people Clear goals and performance expectations Commitment to learning Concern for measurable results Curiosity to try new methods9Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McG
15、raw-Hill/IrwinA Model For Managing Organizational Change Sorting out the information that reflects the magnitude of change forces Information is the basis for determining when change is or is not needed Diagnosing the problem Identifying relevant alternative techniques Implementing the change Monito
16、ring the change process and change results See Exhibit 16.1Key Management Responsibilities:10Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/IrwinForces For Change Economic Forces Technology Social and Political ChangeExternal ForcesExternal ForcesInternal ForcesInternal ForcesProcess Behavioral11Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/IrwinDiagnosis of a Probl
