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Part 3: OrganizingPart 3: Organizing

Chapter 7Chapter 7

Managing Change, Stress, and InnovationManaging Change, Stress, and Innovation

管理變革、壓力、及創 新 管理變革、壓力、及創 新 Managing Change, Stress, and InnovationManaging Change, Stress, and Innovation

管理變革、壓力、及創 新 管理變革、壓力、及創 新

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True or false?If you always do what you’ve always done,

you’ll always get what you’ve always gotten.

Change is the only thing that will never change.

改變是常態

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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？

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變革三定理變革三定理

• 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

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What Is Change?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

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Types of ChangeTypes of Change

Time

Performance Time

Performance

。 Failure ( 失敗型 )

Turnaround ( 重建型 )

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Time

Performance

Time

Performance

Types of Change (Cont’d)Types of Change (Cont’d)

Reengineering ( 改造型 )

Proactive ( 預應型 )

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思考這個試驗的結果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？

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• 冒險• 試錯• 即興發揮• 隨機應變• 迂迴前進

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Three Categories of ChangeThree Categories of Change

EXHIBIT 7.1

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

態度

期望

認知

行為

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Forces For ChangeForces For Change• 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

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Two Views Of The Change ProcessTwo 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

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Change in “Calm Waters”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

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The Change ProcessThe Change Process

EXHIBIT 7.2

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Change In “White-water Rapids”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

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Why People Resist ChangeWhy People Resist Change 為何為何抗拒變革抗拒變革

EXHIBIT 7.3

恐懼未知

認為變革對組織本身沒有甚麼好處

關心個人損失

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Techniques for Reducing Resistance to ChangeTechniques for Reducing Resistance to Change

TECHNIQUE WHEN USED

Education and When resistance is due to misinformation communication 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-ridden support 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

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Implementing Planned ChangesImplementing 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

1919

StressStress 壓力壓力• 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

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Sources of StressSources of Stress 壓力來源壓力來源• 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.

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Major StressorsMajor Stressors

EXHIBIT 7.6

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StressorsStressors

• 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

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Personality TypesPersonality Types 性格類別性格類別

• 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

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Symptoms Of StressSymptoms Of Stress 壓力的徵兆壓力的徵兆

• 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

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REDUCING STRESS REDUCING STRESS 降低壓力降低壓力

• 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

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InnovationInnovation 創新：新的改變創新：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

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Stimulating InnovationStimulating Innovation 激勵創新激勵創新• 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

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Structural Variables Affecting InnovationStructural Variables Affecting Innovation影響創新的結構變數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.

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Characteristics of an Innovative CultureCharacteristics of an Innovative Culture創新的文化特質創新的文化特質

• 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

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HR Variables Affecting InnovationHR Variables Affecting Innovation影響創新的人力資源變數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