管理学教材罗宾斯英文原版指南13.docVIP

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 and Communication Participation Facilitation and Support Negotiation Manipulation and Cooptation Coercion Contemporary Issues in Managing Change Changing Organizational Cultures Understanding the Situational Factors How Can Cultural Change Be Accomplished? 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 Human Resource Variables Change. It’s a constant that organizations 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 the company’s employees focused on successful performance in a sea of change. Managers at Panamco are always encouraged to focus on flexibility, good communications, 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 ab