Innovation is 1% inspiration and 99% perspiration. —Thomas Edison Copyright © 2010 Pearson...

Innovation is 1% inspiration and 99% perspiration. —Thomas Edison

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 12–1

Ch. 12 Ch. 12 管理變革與創新管理變革與創新Managing Managing ChangeChange and and InnovationInnovation

What is IC? Indian & Chinese, Innovation & Change.Face it: The only constant thing about change is that

it’s constant.

A Sense of Urgency (John Kotter)沒有壞，不要動它。兼顧：固本，求新。Ford 問農夫的需要：跑得更快的馬車。航空公司的創新：遠距醫療。鼎泰豐。


綱要綱要1. The Change Process2. Managing Organizational Change

3. Managing Resistance to Change4. Contemporary Issues In Managing Change5. Stimulating Innovation


External and Internal Forces for ChangeExternal and Internal Forces for Change

External• Changing consumer

needs and wants• New governmental laws• Changing technology• Economic changes

Internal• New organizational strategy• Change in composition of

workforce• New equipment• Changing employee

attitudes


借力使力借力使力


現況組織

目標組織

改組過程阻力

助力

What Is Change?What Is Change?

Organizational Change◦Any alterations in the people, structure, or technology of an

organizationCharacteristics of Change

◦Is constant yet varies in degree and direction◦Produces uncertainty yet is not completely unpredictable◦Creates both threats and opportunities

Managing change is an integral partof every manager’s job.


1. The Change Process 1. The Change Process The Calm Waters Metaphor 平靜止水

◦Lewin’s Unfreezing the status quo Changing to a new state Refreezing to make the change permanent

White-Water Rapids Metaphor 激流泛舟◦The lack of environmental stability and predictability

requires that managers and organizations continually adapt (manage change actively) to survive. 毛老師在觀光局 , 周俊勳推翻慣性，用新的方式贏反敗為勝的 Lee Iacocca, Lou Gerstner


TheThe ChangeChange ProcessProcess


Change AgentsChange Agents

Change Agents 變革推動者，◦Persons who act as catalysts and assume the responsibility

for managing the change process.

Types of Change Agents◦Managers: internal entrepreneurs◦Nonmanagers: change specialists◦Outside consultants: change implementation experts


2. Managing Organizational Change 2. Managing Organizational Change Three Types of Change: Three Types of Change: 結構，技術，人結構，技術，人


Organizational Development (OD)◦Techniques or programs to change people and the nature

and quality of interpersonal work relationships.Global OD

◦OD techniques that work for U.S. organizations may be inappropriate in other countries and cultures.


OrganizationalOrganizational DevelopmentDevelopment TechniquesTechniques


3. Managing Resistance to Change3. Managing Resistance to Change

Why People Resist Change◦The ambiguity and uncertainty that change introduces

◦The comfort of old habits (inertia), e.g. 站起來，動一動◦A concern over personal loss of status, money, authority,

friendships, and personal convenience

◦The perception that change is incompatible with the goals and interest of the organization


Managerial Actions to Reduce Resistance to ChangManagerial Actions to Reduce Resistance to Chang降低抗拒之技巧降低抗拒之技巧


• Education and communicationEducation and communication

• ParticipationParticipation

• Facilitation and supportFacilitation and support

• NegotiationNegotiation

• Manipulation and co-optationManipulation and co-optation

• Selecting people who accept changeSelecting people who accept change

• CoercionCoercion

4. Issues in Managing Change 4. Issues in Managing Change

1. Changing Organizational Cultures2. Handling Employee Stress3. Making Change Happen Successfully, 世異備變


4. Issues in Managing Change 4. Issues in Managing Change

1. Changing Organizational Cultures◦Cultures are naturally resistant to change.

( 找藉口的文化：我們向來是……）◦Conditions that facilitate cultural change:

The occurrence of a dramatic crisis Leadership changing hands A young, flexible, and small organization A weak organizational culture


Strategies for Managing Cultural ChangeStrategies for Managing Cultural Change


• Set the tone through management behaviorSet the tone through management behavior..• Create new stories, symbols, and ritualsCreate new stories, symbols, and rituals to replace those to replace those

currently in use.currently in use.• Select, promote employees who Select, promote employees who adopt the new valuesadopt the new values..• Redesign socialization processesRedesign socialization processes to align with the new to align with the new

values.values.• To encourage acceptance of the new values, To encourage acceptance of the new values, change the change the

reward system.reward system.• Replace unwritten norms with Replace unwritten norms with clearly specified clearly specified

expectations.expectations.• Others.Others.

Issues in Managing Change Issues in Managing Change 2. Handling Employee Stress

◦Stress: The adverse reaction people have to excessive pressure placed on them from extraordinary demands, constraints, or opportunities. 這瓶水多重？你能拿多久？ Functional Stress 鑽石是壓力造成的！壓力到底是好是壞？

◦How Potential Stress Becomes Actual Stress When there is uncertainty over the outcome. When the outcome is important. e.g. 當掉 1/3, 荷馬壓力量表。抒解壓力，不讓憂鬱症上身。


SymptomsSymptoms ofof StressStress


Issues in Managing Change Issues in Managing Change Reducing Stress

◦Engage in proper employee selection◦Use realistic job interviews for reduce ambiguity◦Improve organizational communications◦Develop a performance planning program◦Use job redesign◦Provide a counseling program◦Offer time planning management assistance◦Sponsor wellness programs 典範模式：壓力來源、反應，調節、背景變項。抒解：常用 , 有效？面對他 , 處理他 , 接受他 , 放下他。



壓力研究之典範壓力研究之典範

人口統計變項

駕駛員工作相關背景變項

工作壓力源壓力反應與結果

調節變數

背景脈絡


公車駕駛員知覺到的職業環境要求與資源公車駕駛員知覺到的職業環境要求與資源

高工作負荷

低控制特性

高社會隔離

其他

調整照明改善噪音調整座位站長領導

親友與家人的支持

因應策略休閒放鬆

要求

資源

Issues in Managing Change Issues in Managing Change

3. Making Change Happen Successfully◦Embrace change—become a change-capable organization.◦Create a simple, compelling message explaining why

change is necessary.◦Communicate constantly and honestly.◦Foster as much employee participation as possible—get all

employees committed.◦Encourage employees to be flexible.◦Remove those who resist and cannot be changed.


Characteristics of Change-Capable OrganizationsCharacteristics of Change-Capable Organizations


• Link the present and Link the present and the future.the future.

• Make learning a way of Make learning a way of life.life.

• Actively support and Actively support and encourage day-to-day encourage day-to-day improvements and improvements and changes.changes.

• Ensure diverse teams.Ensure diverse teams.

• Encourage mavericks.Encourage mavericks.

• Shelter breakthroughs.Shelter breakthroughs.

• Integrate technology.Integrate technology.

• Build and deepen trust.Build and deepen trust.

5. Stimulating Innovation5. Stimulating Innovation Creativity 創造力 The ability to combine ideas in a unique way or to make an unusual

association. e.g. Idea Champion, 創意是重新定義，這是唯一進步的機會。創意若無紀律，則無法創造價值（王偉忠） Innovation 創新 Turning the outcomes of the creative process into useful products,

services, or work methods. e.g. Steve Jobs: Idea, R&D product, Market. Starbucks, FedEx, ikea.

發明， invention, 無中生有


InnovativeInnovative CompaniesCompanies AroundAround thethe WorldWorld

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 12–26Source: “A Global Pulse of Innovation,” BusinessWeek, April 24, 2006, p. 74.

Systems View of InnovationSystems View of Innovation


Source: Adapted from R.W. Woodman, J.E. Sawyer, and R.W. Griffin, “Toward a Theory of Organizational Creativity,” Academy of Management Review, April 1993, p. 309.

InnovationInnovation VariablesVariables


Innovate or Lose Innovate or Lose ！！1. 改變，行動 vs. 觀望，害怕。 3M, 道歉長 , 牛肉麵節，咖啡香腸，便所餐廳…2. Disruptive Innovation ( 破壞性創新， Christensen)

提昇產品性能，不一定能提振市場需求，企業應思考哪些面向可更貼近使用者， e.g. 山寨手機。 Vs. Creative Destruction (Schumpeter)

3. 以昆蟲為師。4. 從不停止投資自己的 Joe Girard


補充：補充： Team workTeam work1. Case study: a manager’s dilemma (p.274) (1) Identify and articulate business problems (2) Gather and analyze information applicable (3) Identify and apply an appropriate tool for solving problems.2. Thinking critically about ethics (p.285) (1) Identifies Dilemma. (2) Considers Stakeholders (3) Analyzes Alternatives and Consequences3. 上網找「員工協助方案（ EAP ）」成功例子4. 介紹 John Kotter, “The heart of change”, 八大步驟。5. 介紹 Everett Rogers, “Diffusion of innovation”, 五種使用者。


回顧回顧1. 比較 unfreeze VS. refreeze

2. 比較 driving VS. restraining forces

3. 區分 creativity VS. innovation


Terms to KnowTerms to Know

organizational changechange agentorganizational development (OD)stresscreativityinnovationidea champion


Innovation is 1% inspiration and 99% perspiration. —Thomas Edison Copyright © 2010 Pearson...

Documents

Transcript of Innovation is 1% inspiration and 99% perspiration. —Thomas Edison Copyright © 2010 Pearson...