管理学罗宾斯9版教师手册_2.doc

Part 3 - OrganizingChapter 8—Managing Change and Innovation7Copyright ?2011 Pearson Education, Inc. publishing as Prentice Hall8Copyright ?2015 Pearson Education, Inc.8-1Copyright ?2013 Pearson Education, Inc. publishing as Prentice HallCHAPTER8MANAGING CHANGE AND INNOVATIONLEARNING OUTCOMES After reading this chapter students should be able to:Define organizational change and compare and contrast views on the change process.Explain how to manage resistance to change. Describe what managers need to know about employee stress.Discuss techniques for stimulating innovation.Management MythMyth: There’s nothing managers can do to reduce stress inherent in today’s jobs.Truth: Astute managers are redesigning jobs, realigning schedules and introducing employee assistance programs to help employees cope. Teaching Tips:In this chapter, students will explore the concept of stress and how it can be both a positive and negative force for individuals. As an introduction, it may be useful to ask students the following:Have they ever experienced a lot of work related stress? Did they feel it negatively affected their behavior away from work? Or even their health?Are there cases where stress can be positive, pushing people to meet important deadlines or to attain a difficult goal?WHAT IS CHANGE AND HOW DO MANAGERS DEAL WITH IT?IntroductionThe chapter opens with the example of Eli Lilly’s CEO, John Lechleiter:By 2016, Eli Lilly will lose $10 billion on other drugs no longer under patent protection.Eli Lilly will face a daunting task of making changes in the company.Change is an alteration of an organization’s environment, structure, technology, or people. If it weren’t for change, the manager’s job would be easy. Planning would be simplified.The issue of organization design would be solved.Decision making would be dramatically simplified.Change is an organizational reality. Handling change is an integral part of every manager’s job. A manager can change three things.Structure.Techno