Change

Fundamentals of
Management
‫ﻣﺒﺎﻧﻲ ﻣﺪﻳﺮﻳﺖ‬
Chapter VII:
Managing Change, Stress and Innovation
:
‫ﻓﺼﻞ ﻫﻔﺘﻢ‬
‫ اﺳﺘﺮس و ﻧﻮآوري‬،‫ﻣﺪﻳﺮﻳﺖ ﺗﻐﻴﻴﺮ‬
Learning Outcomes
After reading this chapter, One
can:
1. Describe what change variables are
within a manager’s control
2. Identify external and internal forces
for change
3. Explain how managers can serve
as change agents
4. Contrast the “calm waters” and
“white-water rapids” metaphors for
change
5. Explain why people are likely to
resist change
‫اﻫﺪاف اﻳﻦ ﻓﺼﻞ از ﻛﺘﺎب‬
‫ داﻧﺸﺠﻮ ﻗﺎدر‬،‫ﭘﺲ از ﻣﻄﺎﻟﻌﻪ اﻳﻦ ﻓﺼﻞ‬
:‫ﺧﻮاﻫﺪ ﺑﻮد‬
.١
.٢
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Learning Outcomes
(Cont’d)
After reading this chapter, One
can:
6. Describe techniques for reducing
resistance to change
‫اﻫﺪاف اﻳﻦ ﻓﺼﻞ از ﻛﺘﺎب‬
(‫)اداﻣﻪ‬
‫ داﻧﺸﺠﻮ ﻗﺎدر‬،‫ﭘﺲ از ﻣﻄﺎﻟﻌﻪ اﻳﻦ ﻓﺼﻞ‬
:‫ﺧﻮاﻫﺪ ﺑﻮد‬
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:; 7. Identify what is meant by the term
organization development (OD)
and specify four popular OD
techniques
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8. Explain the causes and symptoms
of stress
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9. Differentiate between creativity and
innovation
10. Explain how organization can
stimulate innovation
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What Is Change?
‫ﺗﻐﻴﻴﺮ ﭼﻴﺴﺖ؟‬
Change
An alteration of an organization’s
environment, structure, technology,
or people
A constant force
An organizational reality
An opportunity or a threat
Change agent
A person who initiates and
assumes the responsibility for
managing a change in an
organization
‫ﺗﻐﻴﻴﺮ‬
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‫ﻋﺎﻣﻞ ﺗﻐﻴﻴﺮ‬
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‫ﺳﻪ ﻣﻮﺿﻮع ﺗﻐﻴﻴﺮ‬
Three Categories of Change
Structure
‫ﺳﺎﺧﺘﺎر‬
‫رواﺑﻂ ﻗﺪرت‬
Authority relationships
Coordination mechanisms ‫ﺳﺎﺧﺘﺎرﻫﺎي ﻫﻤﺎﻫﻨﮕﻲ‬
‫ﻃﺮاﺣﻲ ﻣﺠﺪد ﺷﻐﻞ‬
Job redesign
Spans of control
‫ﻣﺤﺪوده ﻛﻨﺘﺮل‬
Technology ‫ﻓﻦآوري‬
Work processes‫ﻓﺮاﻳﻨﺪﻫﺎي ﻛﺎر‬
Work methods ‫ﺷﻴﻮهﻫﺎي ﻛﺎر‬
Equipment
‫اﺑﺰار‬
People
‫اﻓﺮاد‬
‫دﻳﺪﮔﺎهﻫﺎ‬
Attitudes
‫اﻧﺘﻈﺎرات‬
Expectations
‫اداراك‬
Perceptions
‫رﻓﺘﺎر‬
Behavior
٥
‫ﻧﻴﺮوﻫﺎي ﺗﻐﻴﻴﺮ‬
Forces For Change
External forces
Marketplace competition
Government laws and regulations
‫ﻧﻴﺮوﻫﺎي ﺑﻴﺮوﻧﻲ‬
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New technologies
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Labor market shifts
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Cycles in the economy
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Social change
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‫ﻧﻴﺮوﻫﺎي ﺗﻐﻴﻴﺮ‬
Forces For Change
Internal forces
Strategy modifications
‫ﻧﻴﺮوﻫﺎي دروﻧﻲ‬
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New equipment
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New processes
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Workforce composition
Restructured jobs
Compensation and benefits
Labor surpluses and shortages
Employee attitudes
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‫دو دﻳﺪﮔﺎه ﭘﻴﺮاﻣﻮن ﻓﺮاﻳﻨﺪ ﺗﻐﻴﻴﺮ‬
Two Views Of The Change Process
“Calm waters” 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” metaphor
A description of the organization
as a small raft navigating a raging
river
"‫اﺳﺘﻌﺎره "آبﻫﺎي آرام‬
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"‫ﺗﻐﻴﻴﺮ در "آبﻫﺎي آرام‬
Change in “Calm Waters”
Kurt Lewin’s Three-Step Process
Unfreezing
The driving forces, which direct
behavior away from the status
quo, can be increased
‫ﻓﺮاﻳﻨﺪ ﺳﻪ ﻣﺮﺣﻠﻪاي ﻛﺮت ﻟﻮﻳﻦ‬
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= 6=) < 6 Y .3 The restraining forces, which
hinder movement from the existing
8 equilibrium, can be decreased
The two approaches can be
combined
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Implementation of change
N
Refreezing
!
٩
The Change Process
Unfreezing
‫ذوب ﺷﺪن‬
‫ﻓﺮاﻳﻨﺪ ﺗﻐﻴﻴﺮ‬
Refreezing
‫اﻧﺠﻤﺎد ﻣﺠﺪد‬
Changing
‫ﺗﻐﻴﻴﺮ ﻛﺮدن‬
١٠
"‫ﺗﻐﻴﻴﺮ در "آبﻫﺎي ﺧﺮوﺷﺎن‬
Change In “White-water Rapids”
Change is constant in a dynamic
environment
The only certainty is continuing
uncertainty
Competitive advantages do not last
‫ﺗﻐﻴﻴﺮ ﺑﻪ ﺻﻮرت ﺛﺎﺑﺖ در ﻣﺤﻴﻄﻲ ﭘﻮﻳﺎ رخ ﻣﻲدﻫﺪ‬
‫ ﻋﺪم اﻃﻤﻴﻨﺎن ﻣﺪاوم‬،‫ﺗﻨﻬﺎ اﻃﻤﻴﻨﺎن در اﻳﻦ روش‬
‫ﻣﻲﺑﺎﺷﺪ‬
‫ﻣﺰﻳﺖﻫﺎي رﻗﺎﺑﺘﻲ ﺑﺎدوام ﻧﻴﺴﺖ‬
‫ﻣﺪﻳﺮان ﺑﺎﻳﺪ ﺑﻪ ﻃﻮر ﺳﺮﻳﻊ و ﺻﺤﻴﺢ ﺑﺎ رﺧﺪادﻫﺎي‬
‫ﻏﻴﺮ ﻣﻨﺘﻈﺮه ﺑﺮﺧﻮرد ﻧﻤﺎﻳﻨﺪ‬
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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‫ﭼﺮا اﻓﺮاد در ﺑﺮاﺑﺮ ﺗﻐﻴﻴﺮ ﻣﻘﺎوﻣﺖ ﻣﻲﻛﻨﻨﺪ‬
Why People Resist Change
Fear of the unknown
‫ﺗﺮس از ﻧﺎﺷﻨﺎﺧﺘﻪﻫﺎ‬
Individual resistance
Fear of losing
something of value
‫ﻣﻘﺎوﻣﺖ ﻓﺮد‬
‫ﺗﺮس از دﺳﺖ دادن‬
‫ﭼﻴﺰي ﺑﺎارزش‬
Belief that change is not
good for the organization
‫ﺑﺎور ﺑﻪ اﻳﻦ ﻛﻪ ﺗﻐﻴﻴﺮ‬
‫ﺑﺮاي ﺳﺎزﻣﺎن ﺧﻮب ﻧﻴﺴﺖ‬
١٢
‫روشﻫﺎي ﻛﺎﻫﺶ ﻣﻘﺎوﻣﺖ در ﺑﺮاﺑﺮ ﺗﻐﻴﻴﺮ‬
Techniques for Reducing Resistance to Change
TECHNIQUE WHEN USED
Education and
communication
Participation
‫زﻣﺎن ﺑﻪﻛﺎرﮔﻴﺮي‬
‫روش‬
When resistance is due to
misinformation
‫وﻗﺘﻲ ﻣﻘﺎوﻣﺖ ﺑﻪ دﻟﻴﻞ اﻃﻼﻋﺎت‬
‫ﻧﺎدرﺳﺖ اﺳﺖ‬
‫آﻣﻮزش و‬
‫ارﺗﺒﺎﻃﺎت‬
When resisters have the
expertise to make a
contribution
‫وﻗﺘﻲ ﻣﻘﺎوﻣﺖﻛﻨﻨﺪﮔﺎن ﺗﺨﺼﺺ‬
‫ﻣﺸﺎرﻛﺖ در اﻣﻮر را دارﻧﺪ‬
‫ﻣﺸﺎرﻛﺖ‬
Facilitation and
support
When resisters are fearful and
anxiety-ridden
‫وﻗﺘﻲ ﻣﻘﺎوﻣﺖ ﻛﻨﻨﺪﮔﺎن ﻣﻲﺗﺮﺳﻨﺪ و‬
‫دﭼﺎر اﺿﻄﺮاب ﺷﺪهاﻧﺪ‬
‫ﺗﺴﻬﻴﻞ و ﺣﻤﺎﻳﺖ‬
Negotiation
Necessary when resistance
comes from a powerful group
‫زﻣﺎﻧﻲ ﺿﺮوري اﺳﺖ ﻛﻪ ﻣﻘﺎوﻣﺖ از‬
‫ﺟﺎﻧﺐ ﮔﺮوﻫﻲ ﭘﺮﻗﺪرت ﺑﺎﺷﺪ‬
‫ﻣﺬاﻛﺮه‬
When a powerful group’s
cooperation and an
endorsement is needed
‫وﻗﺘﻲ ﻫﻤﻜﺎري و ﺗﻌﻬﺪ ﮔﺮوﻫﻲ ﻣﻮرد‬
‫ﻧﻴﺎز اﺳﺖ‬
‫ﺗﻐﻴﻴﺮ و ﺗﺤﻮل‬
When a powerful group’s
endorsement is needed
‫وﻗﺘﻲ ﺗﻌﻬﺪ ﮔﺮوﻫﻲ ﻣﻮرد ﻧﻴﺎز اﺳﺖ‬
‫اﺟﺒﺎر‬
Manipulation
Coercion
١٣
‫اﻳﺠﺎد ﺗﻐﻴﻴﺮات در ﺳﺎزﻣﺎن‬
Making Changes In The Organization
Changing structure
Alterations in authority
relationships, coordination
mechanisms, degree of
centralization, job design, or similar
organization structure variables
Changing technology
Modifications in the way work is
processed or the methods and
equipment used
Changes in people
Changes in employee attitudes,
expectations, perceptions, or
behaviors
‫ﺗﻐﻴﻴﺮ در ﺳﺎﺧﺘﺎر‬
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‫ﺗﻐﻴﻴﺮ در ﻓﻦآوري‬
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‫ﺗﻐﻴﻴﺮ در ﻧﻴﺮوي اﻧﺴﺎﻧﻲ‬
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‫اﺟﺮاي ﺗﻐﻴﻴﺮات ﺑﺮﻧﺎﻣﻪرﻳﺰي ﺷﺪه‬
Implementing Planned Changes
Organization development (OD)
An activity (intervention) designed to
facilitate planned, long-term
organization-wide change
‫ﺗﻮﺳﻌﻪ ﺳﺎزﻣﺎﻧﻲ‬
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Focuses on the attitudes and
values of organizational members;
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Is essentially an effort to change
an organization’s culture
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‫ﺗﻜﻨﻴﻚﻫﺎي ﻣﺮﺳﻮم ﺗﻮﺳﻌﻪ ﺳﺎزﻣﺎﻧﻲ‬
Typical OD Techniques
Survey feedback
A method of assessing employees’
attitudes toward and perceptions of
a change they are encountering by
asking specific questions
Process consultation
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
‫ﺑﺮرﺳﻲ ﺑﺎزﺧﻮرد‬
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‫ﻣﺸﺎوره درﺑﺎره ﻓﺮاﻳﻨﺪ‬
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(‫ﺗﻜﻨﻴﻚﻫﺎي ﻣﺮﺳﻮم ﺗﻮﺳﻌﻪ ﺳﺎزﻣﺎﻧﻲ )اداﻣﻪ‬
Typical OD Techniques (cont’d)
Team-building
‫ﺗﻴﻢﺳﺎزي‬
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An activity that helps work groups
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set goals, develop positive
interpersonal relationships, and
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clarify the roles and responsibilities
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of each team member
Intergroup development
An activity that attempts to make
several work groups become more
cohesive
‫ﺗﻮﺳﻌﻪ ﻣﻴﺎن ﮔﺮوﻫﻲ‬
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‫ ﻋﻮاﻗﺐ ﺗﻐﻴﻴﺮ ﺳﺎزﻣﺎﻧﻲ‬:‫اﺳﺘﺮس‬
Stress: The Aftermath Of Organizational Change
Stress
‫اﺳﺘﺮس‬
Occurs when individuals confront a N =) 5 h <
situation related to their desires for
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both uncertain and important
Positive stress: when the situation
offers an opportunity for one to
gain something
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Negative stress: when constraints
or demands are placed on
individuals
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Stressor
A factor that causes stress
‫اﺳﺘﺮسزا‬
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Sources of Stress
Constraints
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
Cause persons to give up
something they desire
Demands preoccupy your time and
force you to shift priorities
‫ﻣﻨﺎﺑﻊ اﺳﺘﺮس‬
‫اﺟﺒﺎرﻫﺎ‬
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Stressors
Personal
Family issues
Personal economic problems
Inherent personality characteristics
‫اﺳﺘﺮسزاﻫﺎ‬
‫ﺷﺨﺼﻲ‬
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Stressors
Organizational
‫اﺳﺘﺮسزاﻫﺎ‬
‫ﺳﺎزﻣﺎﻧﻲ‬
Task demands
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Role demands
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Technological advancements
Work process engineering
Downsizing
Restructuring
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‫ ﺗﻘﺎﺿﺎﻫﺎي ﻧﻘﺶ‬:‫اﺳﺘﺮسزاﻫﺎي ﺳﺎزﻣﺎﻧﻲ‬
Organizational Stressors: Role Demands
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
‫ﺗﻌﺎرض ﻧﻘﺶ‬
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‫ﻧﻘﺶ ﻣﺎزاد‬
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‫اﺑﻬﺎم ﻧﻘﺶ‬
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Personality Types
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
‫اﻧﻮاع ﺷﺨﺼﻴﺖ‬
A ‫ﺷﺨﺼﻴﺖﻫﺎي ﻧﻮع‬
A2 0) !C o 2 W5 B ‫ﺷﺨﺼﻴﺖﻫﺎي ﻧﻮع‬
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Symptoms Of Stress
Psychological symptoms
Increased tension
Anxiety
Boredom
Procrastination
‫ﻋﻼﺋﻢ اﺳﺘﺮس‬
‫ﻋﻼﺋﻢ ﻓﻴﺰﻳﻮﻟﻮژﻳﻜﻲ‬
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Symptoms Of Stress
Behavior-related symptoms
Changes in eating habits
Increased smoking
Substance consumption
Rapid speech
Sleep disorders
‫ﻋﻼﺋﻢ اﺳﺘﺮس‬
‫ﻋﻼﺋﻢ رﻓﺘﺎري‬
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Reducing Stress
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 healthrelated problems
Wellness programs
Programs that help employees
prevent health problems
‫ﻛﺎﻫﺶ اﺳﺘﺮس‬
‫واﺣﺪﻫﺎي ﻫﻤﺎﻫﻨﮕﻲ ﻓﺮد ﺑﺎ ﺷﻐﻞ‬
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‫ﺑﺮﻧﺎﻣﻪﻫﺎي ﺣﻤﺎﻳﺖ ﻛﺎرﻣﻨﺪ‬
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‫ﺑﺮﻧﺎﻣﻪﻫﺎي ﺑﻬﺰﻳﺴﺘﻲ‬
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Stimulating Innovation
‫ﺗﺤﺮﻳﻚ ﻧﻮآوري‬
Creativity
The ability to combine ideas in a
unique way or to make unusual
connections
‫ﺧﻼﻗﻴﺖ‬
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‫ﻧﻮآوري‬
The process of taking a creative idea '/ #, T>1 - R2 5
and turning it into a useful product,
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service, or method of operation
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Perception
[
Incubation
9V
Inspiration
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Innovation
/
٢٧
‫ﻣﺘﻐﻴﺮﻫﺎي ﺳﺎﺧﺘﺎري ﻛﻪ ﺑﺮ ﻧﻮآوري اﺛﺮ ﻣﻲﮔﺬارﻧﺪ‬
Structural Variables Affecting Innovation
Organic structures
Positively influence innovation
through less work specialization,
fewer rules and decentralization
Easy availability of plentiful
resources
Allow management to purchase
innovations, bear the cost of
instituting innovations, and absorb
failures
Frequent interunit
communication
Helps to break down barriers to
innovation by facilitating interaction
across departmental lines
‫ﺳﺎﺧﺘﺎرﻫﺎي ارﮔﺎﻧﻴﻜﻲ‬
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‫دﺳﺘﺮﺳﻲ آﺳﺎن ﺑﻪ ﻣﻨﺎﺑﻊ ﻓﺮاوان‬
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‫ارﺗﺒﺎط ﺑﻴﻦ ﺳﺎزﻣﺎﻧﻲ ﻣﺪاوم‬
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٢٨
‫وﻳﮋﮔﻲﻫﺎي ﻓﺮﻫﻨﮓ ﻧﻮآوري‬
Characteristics of an Innovative Culture
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
‫ﭘﺬﻳﺮش اﺑﻬﺎم‬
‫ﺗﺤﻤﻞ در اﻣﻮر ﻏﻴﺮﻋﻤﻠﻲ‬
‫ﻛﻨﺘﺮلﻫﺎي ﺑﻴﺮوﻧﻲ ﻛﻢ‬
‫ﺗﺤﻤﻞ در ﻣﺨﺎﻃﺮه‬
‫ﺗﺤﻤﻞ در ﺑﺮﺧﻮردﻫﺎ‬
‫ﺗﺄﻛﻴﺪ ﺑﺮ ﻧﺘﺎﻳﺞ ﺗﺎ ﺑﺮ وﺳﺎﻳﻞ‬
‫ﺗﺄﻛﻴﺪ ﺑﺮ ﺳﻴﺴﺘﻢﻫﺎي ﺑﺎز‬
٢٩
‫ﻣﺘﻐﻴﺮﻫﺎي ﻣﻨﺎﺑﻊ اﻧﺴﺎﻧﻲ ﻛﻪ ﺑﺮ ﻧﻮآوري اﺛﺮ ﻣﻲﮔﺬارﻧﺪ‬
HR Variables Affecting Innovation
HR practices that foster
innovation
Promotion of training and
development so employee
knowledge remains current
‫ﻓﻌﺎﻟﻴﺖﻫﺎي ﻣﻨﺎﺑﻊ اﻧﺴﺎﻧﻲ ﻛﻪ ﻧﻮآوري را‬
‫ﭘﺮورش ﻣﻲدﻫﻨﺪ‬
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Offer employees high job security
to reduce fear of making mistakes
and taking risks
d (" D 6 '! B5
5 ' 1 L, . < A
8
Encourage employees to become
champions of change
'+ E ' G-
, ٣٠
Web Links
Visit the Robbins/DeCenzo
companion Website
At www.prenhall.com/robbins for
this chapter’s Internet resources,
including chapter quiz and student
PowerPoints
Enhancing Your Communication
Skills
Go to the employee assistance
program provider Interlock’s Web
site at www.interlock.com. Research
the following information:
‫آدرسﻫﺎي ﻣﺮﺗﺒﻂ‬
‫دﻳﺴﻨﺰو‬/‫ﻣﺮاﺟﻌﻪ ﺑﻪ ﺳﺎﻳﺖ راﺑﻴﻨﺰ‬
#O5 E L X Y "" 6+N
:- C #O5 '</ #
www.prenhall.com/robbins
‫ﺟﻬﺖ ﺑﻬﺒﻮد ﻣﻬﺎرتﻫﺎﻳﺘﺎن در ﺑﺮﻗﺮاري‬
‫ارﺗﺒﺎط‬
6" J! L C *$>W L L! =N Interlock
: G3 <
(a) What are the components of an
EAP and how does Interlock
evaluate an EAP program’s
success?
J! J QN (a)
E 635 %& Interlock 62&
t! < (b) Identify how Interlock
recommends implementing an EAP
in an organization
%& Interlock E= (b)
J! J N
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٣١
Web Links
Diversity Perspectives
Log onto: www.prenhall.com/onekey
and imagine you are a member of
the OD (Organizational
Development) team working to
reduce resistance to change and
lower stress
Enhancing Your Skill in Ethical
Decision Making:
An independent panel investigating
Boeing’s hiring practices
recommended 10 changes to
prevent future ethical problems.
Now it’s your turn—log onto
www.prenhall.com/onekey and build
your skill in ethical decision making!
‫آدرسﻫﺎي ﻣﺮﺗﺒﻂ‬
‫دﻳﺪﮔﺎهﻫﺎيﻣﺘﻨﻮع‬
LZ < ^$ ! E '! O 6+N
63 8 2 <" ="
! 9> 0) 8 :! =N A/ E www.prenhall.com/onekey
‫ﻣﻬﺎرﺗﺘﺎن را در ﺗﺼﻤﻴﻢﮔﻴﺮي اﺧﻼﻗﻲ‬
:‫اﻓﺰاﻳﺶ دﻫﻴﺪ‬
LN h #32 LZ J
uv 6" L! G3 ` !V
/ >1 *>4- < %-V 6"! 6 J . +-V
' < A/ =N
: 8Q5 >1 ZB!O
www.prenhall.com/onekey
٣٢
Video Case Application
Stress
‫ﻛﺎرﺑﺮد ﻣﻮردي وﻳﺪﺋﻮﻳﻲ‬
‫اﺳﺘﺮس‬
٣٣