任維廉 innovation is 1% inspiration and 99% perspiration. —thomas edison copyright © 2010...
TRANSCRIPT
任維廉
Innovation is 1% inspiration and 99% perspiration. —Thomas Edison
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 12–1
Ch. 7 Ch. 7 變革與創新變革與創新 Change andand Innovation
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。 停止自滿，別怕風險。 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。
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 12–2
綱要綱要
1. The Change Process
2. Managing Organizational Change
3. Managing Resistance to Change4. Contemporary Issues In Managing Change5. Stimulating Innovation
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 12–3
1. The Change Process 1. The Change Process
The Calm Waters Metaphor 平靜止水◦Lewin’s description of the change process as a break in the
organization’s equilibrium state. 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 , 周俊勳撞牆期推翻慣性用新的方式贏 ,反敗為勝的 Lee Iacocca, 讓大象跳舞的 Lou Gerstner
12–4
TheThe ChangeChange ProcessProcess
12–5
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
12–6
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
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 12–7
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
Planned Change: Managing change is an integral part of every manager’s job.
12–8
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
12–9
借力使力借力使力
12–10
現況組織
目標組織
改組過程阻力
助力
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.
◦OT, OB
12–11
OrganizationalOrganizational DevelopmentDevelopment TechniquesTechniques
12–12
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. 請你跟我做運動◦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
12–13
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
12–14
• Education and communicationEducation and communication
• ParticipationParticipation
• Facilitation and supportFacilitation and support
• NegotiationNegotiation
• Manipulation and co-optationManipulation and co-optation
• CoercionCoercion
• Others, e.g. selecting people who accept changeOthers, e.g. selecting people who accept change
4. Issues in Managing Change 4. Issues in Managing Change
4.1 Changing Organizational Cultures
4.2 Handling Employee Stress
4.3 Making Change Happen Successfully, 世異備變
12–15
4. 1 Changing Organizational Cultures4. 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
12–16
Strategies for Managing Cultural ChangeStrategies for Managing Cultural Change
12–17
• Set the tone through management behaviorSet the tone through management behavior..
• Create Create newnew stories, symbols, and rituals 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 adopt the newnew values values..
• Redesign socialization processesRedesign socialization processes to align with the to align with the newnew values.values.
• To encourage acceptance of the To encourage acceptance of the new new values, values, change the change the reward system.reward system.
• Replace unwritten norms with Replace unwritten norms with clearly specified clearly specified expectations.expectations.
• Others, e.g. shake up subculture, get consensus through Others, e.g. shake up subculture, get consensus through employee participation.employee participation.
4. 2 Handling Employee Stress4. 2 Handling Employee Stress◦Stress: The adverse reaction people have to excessive
pressure placed on them from extraordinary demands, constraints, or opportunities.
◦Stressors - factors that cause stress.
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,
Homes-Rahe Scale ( 荷馬壓力量表 ) 。抒解壓力，不讓憂鬱症上身。
12–18
What Causes Stress?What Causes Stress?
◦Role Conflicts - work expectations that are hard to satisfy.
◦Role Overload - having more work to accomplish than time permits.
◦Role Ambiguity - when role expectations are not clearly understood.
Personal Factors Causing StressPersonal Factors Causing Stress
◦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.
SymptomsSymptoms ofof StressStress
12–21
Reducing StressReducing 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 (EAP)
◦Others ……
抒解壓力：常用，有效？面對他 , 處理他 , 接受他 , 放下他。
12–22
12–23
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
12–24
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
4. 3 Making Change Happen Successfully4. 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.
12–25
Characteristics of Change-Capable OrganizationsCharacteristics of Change-Capable Organizations
12–26
• 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.
• Couple permanence with Couple permanence with perpetual change.perpetual change.
• Support an Support an entrepreneurial mindset.entrepreneurial mindset.
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, 無中生有意外發明： Coke, 3M 便利貼，威而剛
12–27
World’s Most Innovative CompaniesWorld’s Most Innovative Companies
InnovativeInnovative CompaniesCompanies AroundAround thethe WorldWorld
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 12–29Source: “A Global Pulse of Innovation,” BusinessWeek, April 24, 2006, p. 74.
Systems View of InnovationSystems View of Innovation
12–30
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
12–31
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
12–32
Innovation and Design ThinkingInnovation and Design Thinking
• A strong connection exists between design thinking and innovation.
• With a design thinking mentality, the emphasis is on getting a deeper understanding of what customers need and want
12–33
Do your assignment: 6 Do your assignment: 6 題題1. Case study: a manager’s dilemma (p.240) (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.234) (1) Identifies Dilemma. (2) Considers Stakeholders (3) Analyzes Alternatives and Consequences
3. Developing your change management skill (p. 234)
4. Team exercise: IFRS (p. 235)
12–34
Do your assignmentDo your assignment5. Internet-based exercise:
* 上網找員工協助方案（ EAP ）成功例子。 * 介紹 John Kotter, “The heart of change” 八大步驟。6. Internet-based exercise:
* 介紹 Everett Rogers, “Diffusion of innovation” 五種使用者 * 介紹宏碁的世紀變革：施振榮 1976 年創立宏碁，親力而 為。 1992 年改多利潤中心，精簡人力。 2000 年品牌代工分家。天下文化《再造宏碁》 1996, 《宏碁的世紀變革》：淡出製造、成就品牌 2004
12–35
回顧回顧
Compare and contrast views on the change process.
Classify types of organizational change.Explain how to manage resistance to change.Discuss contemporary issues in managing change.Describe techniques for stimulating innovation.
12–36
Terms to KnowTerms to Know
1. 比較 unfreeze VS. refreeze
2. 比較 driving VS. restraining forces
3. 區分 creativity VS. innovation
4. change agent
5. organizational development (OD)
6. idea champion
12–37