罗宾斯《管理学原理》教师手册fom6_im07.docVIP

CHAPTER 7 - MANAGING CHANGE, STRESS, AND INNOVATION LEARNING OUTCOMES After reading this chapter students should be able to: Describe what change variables are within a manager’s control. Identify external and internal forces for change. Explain how managers can serve as change agents. Contrast the calm waters and white-water rapids metaphors for change. Explain why people are likely to resist change. Describe techniques for reducing resistance to change. Identify what is meant by the term “organization development” (OD) and specify four popular OD techniques. Explain the causes and symptoms of stress. Differentiate between creativity and innovation. Explain how organizations can stimulate innovation. Opening Vignette SUMMARY Miguel Caballero’s in Bogota, Columbia, manufacturers and retailers of upscale clothing that happens to also be bulletproof. Makers of bullet-proof materials have been trying to come up with bulletproof clothing for years to meet the demand of police agencies, bodyguards, and political dignitaries. Body armor was either painfully obvious or burdensomely heavy to the wearer. Weaving together a special blend of nylon and polyester, Caballero has been able to produce a bullet-proof wardrobe that will stop bullets–even those fired at point-blank range. What his invention did was to create a safety garment that was not only fashionable, but also easy to wear. When initially produced in 1965, a Kevlar (produced by DuPont) vest, for instance, weighed a whooping 11 pounds. While a bit lighter today, the Kevlar vest is an add-on layer of protection. Now, a vest is not needed; after 13 years of research and development, Caballero has designed trench coats, suede jackets, business suits, denim jackets, and shirts that will stop a bullet. He even has clothing that will assist motorcycle riders in the event of an accident. And the clothing is fashionable and lightweight–the suede jacket weighs in at just over 2.5