part 3: organizing management─managing change, stress, and innovation 吳明泉博士 2006 chapter...

Part 3: OrganizingPart 3: Organizing

Management─Managing Change, Stress, and Innovation 吳明泉博士 2006

Chapter 7Chapter 7

Managing Change, Stress, and Innovation

管理變革、壓力、及創新

Managing Change, Stress, and Innovation

管理變革、壓力、及創新

7–2 Management─Managing Change, Stress, and Innovation 吳明泉博士 2006

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


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？2006 年 8 月 8 日，亞馬遜網路書店條列的書目中有 5萬 6170 本書的書名中有「變」（ change ）這個字； 1萬 1195 本書的書名中有企業變革（ business change ）這個詞；另外有 2404 本書的書名有「全球變化」（ global change ）這個詞


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


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 forceAn organizational realityAn 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


Three 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


Forces For Change• External forces 外在力

量 Marketplace competitionGovernment laws and

regulationsNew technologiesLabor market shiftsCycles in the economySocial change

• Internal forcesStrategy modificationsNew equipmentNew processesWorkforce compositionRestructured jobsCompensation and

benefitsLabor surpluses and

shortagesEmployee attitudes


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metaphorA description of the organization as a small raft

navigating a raging river


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


The Change Process

EXHIBIT 7.2


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 opportunitiesBecome change agents in stimulating,

implementing and supporting change in the organization


這個故事告訴我們什麼？美國鐵路兩條鐵軌之間的標準距離是四點八五英尺。這是一個很奇怪的標準，究竟從何而來

的？原來這是英國的鐵路標準，因為美國的鐵路最早是由英國人設計建造的。那麼，為什麼英國

人用這個標準呢？原來英國的鐵路是由建電車軌道的人設計的，而這個四點八五英尺正是電車所用的標準。電

車軌標準又是從哪裡來的呢？原來最先造電車的人以前是造馬車的。而他們是用馬車的輪寬做標準。那麼，馬車為什麼要

用這個一定的輪距離標準呢？因為如果那時候的馬車用任何其他輪距的話，馬車的輪子很快會在英國的老路上撞壞的。為

什麼？因為這些路上的轍跡的寬度為四點八五英尺。這些轍跡又是從何而來呢？答案是古羅馬人定的，四點八五英尺正是羅馬戰車的寬度。如果任何人用不同的輪寬在這些

路上行車的話，他的輪子的壽命都不會長。我們再問：羅馬人為什麼用四點八五英尺為戰車的輪距寬度呢？

原因很簡單，這是兩匹拉戰車的馬的屁股的寬度。故事到此應該完結了，但事實上還沒有完。下次你在電視上看到美國太空梭立在發射臺上的雄姿時，你留意看，在它的燃料箱的旁有兩

個火箭推進器，這些推進器是由設在猶他州的工廠所提供的。如果可能的話，這家工廠的工程師希望把這些推進器造得再胖一些，這樣容量就會大一些，但是他們不可以，為什麼？

因為這些推進器造好後，要用火車從工廠運到發射點，路上要通過一些隧道，而這些隧道的寬度只比火車軌道的寬度寬了一點點，然而我們不要忘記火車軌道的寬度是由馬的屁股的寬度所決定的。

因此，我們可以斷言：可能今天世界上最先進的運輸系統的設計，是兩千年前便由兩匹馬的屁股寬度決定了。這就是路徑依賴，看起來有幾許悖謬與幽默，但卻是事實。


Why People Resist Change 為何抗拒變革

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


Techniques for Reducing Resistance to Change

EXHIBIT 7.4

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


Implementing Planned Changes• Organization development (OD)

An activity (intervention) designed to facilitate planned, long-term organization-wide changeFocuses on the attitudes and values of organizational

members; Is essentially an effort to change an organization’s

culture.


Typical OD Techniques• Survey feedback 問卷回饋

A method of assessing employees’ attitudes toward and perceptions of a change they are encountering by asking specific questions

• Process consultation 程序諮商The use of consultants from outside an

organization to help change agents within the organization assess process events such as workflow, informal intraunit relationships, and formal communications channels


Typical OD Techniques (cont’d)• Team-building 建立團隊

An activity that helps work groups set goals, develop positive interpersonal relationships, and clarify the roles and responsibilities of each team member

• Intergroup development 建立團隊間之相互關係An activity that attempts to make several work

groups become more cohesive


Stress: The Aftermath Of Organizational Change

• 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 somethingNegative stress: when constraints or demands are

placed on individuals

• Stressors壓力因素A factor that causes stress


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.


Major Stressors

EXHIBIT 7.6


Stressors

• PersonalFamily issuesPersonal economic

problemsInherent personality

characteristics.

• OrganizationalTask demandsTechnological

advancementsWork process

engineeringDownsizing RestructuringRole ambiguityRole conflictRole overload


Organizational Stressors: Role Demands

• Role conflicts衝突Work expectations that are hard to satisfy

• Role overload超負荷Having more work to accomplish than time

permits

• Role ambiguity混淆When role expectations are not clearly

understood


Personality Types 性格類別• Type A personality

People who have a chronic sense of urgency and an excessive competitive drive

• Type B personalityPeople who are

relaxed and easygoing and accept change easily


Symptoms Of Stress壓力的徵兆• Psychological 心理

方面的 symptomsIncreased tension 緊

張Anxiety 焦慮Boredom 無聊Procrastination 拖拖

拉拉

• Behavior-related 行為相關的 symptomsChanges in eating

habitsIncreased smokingSubstance

consumption 愛消費Rapid speech 言語急

促Sleep disorders 睡眠

失調


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 programsPrograms that help employees prevent health

problems


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


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 operationPerception 認知 Incubation育成 Inspiration靈感 Innovation創新


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.


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


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

• HR practices that foster innovationPromotion of training and development so

employee knowledge remains currentOffer employees high job security to reduce

fear of making mistakes and taking risks Encourage employees to become champions

of change

part 3: organizing management─managing change, stress, and innovation 吳明泉博士 2006 chapter...

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