管理学教材罗宾斯英文原版指南13.doc

CHAPTER
THIRTEEN
Managing
Change and
Innovation
13
Lecture Outline
Introduction
What Is Change?
Forces for Change
External Forces
Technology
Economic Changes
Internal Forces
The Manager as Change Agent
Two Views of the Change Process
The Calm Waters Metaphor
The White-Water Rapids Metaphor
Putting the Two Views in Perspective
Managing Change
Types of Change
Changing Structure
Changing Technology
Changing People
Dealing with Resistance to Change
Why People Resist Change
Techniques for Reducing Resistance
Education munication
Participation
Facilitation and Support
Negotiation
Manipulation and Cooptation
Coercion
Contemporary Issues in Managing Change
anizational Cultures
Understanding the Situational Factors
How Can Cultural Change Be plished?
Continuous Quality Improvement Programs versus Process Reengineering
Continuous Quality Improvement Programs
Process Reengineering
Handling Employee Stress
What Is Stress?
Causes of Stress
Signs of Stress
Reducing Stress
Stimulating Innovation
Creativity versus Innovation
Stimulating and Nurturing Innovation
Structural Variables
Cultural Variables
Change. It’s a constant anizations and managers face. In the chapter-opening Manager’s Dilemma, Francisco Sanchez-Loaeza, Panamco’s Chairman and CEO, is constantly confronting change. Panamco is Latin America’s largest Coca-Cola bottler and distributor and is a vital part of Coke’s global operations. Sanchez-Loaeza proclaims that his most important managerial responsibility is keeping pany’s employees focused on essful performance in a sea of change. Managers at Panamco are always encouraged to focus on flexibility, munications, and quick reaction. However, although Panamco’s managers appreciate and support the need for continual adaptation to marketplace demands, regular nonmanagerial employees often don’t understand why so much change is necessary. How would you educate your employees about the importance and necessity of chang