罗宾斯《管理学》第十三章笔记变革与创新的管理
罗宾斯管理学第15版笔记
罗宾斯管理学第15版笔记一、引言管理学是现代组织运营中不可或缺的一门学科，它涵盖了组织、领导、控制和创新等关键要素。
罗宾斯的管理学教材是全球广泛使用的经典教材之一，其最新版第15版更是得到了广大师生和从业者的青睐。
本文将围绕罗宾斯管理学第15版进行笔记整理，帮助读者更好地理解和掌握管理学的核心内容。
二、管理的基本概念1.管理是一种有意识的活动，旨在实现组织的目标和满足社会的需求。
2.管理涉及对资源（人力、物力、财力等）的协调和控制，以实现高效的生产和运营。
3.管理需要制定和实施决策，并不断适应环境的变化。
三、组织结构与环境1.组织结构是组织内部各要素之间的相互作用和相互关系的形式。
常见的组织结构类型包括直线制、职能制、直线职能制、矩阵制等。
2.环境是组织存在和发展的土壤，包括内部环境和外部环境。
组织需要识别和适应环境的变化，以保持竞争力。
3.组织与环境的关系是动态的，需要不断地调整和适应。
四、领导与决策1.领导是指带领和指导一群人实现目标的过程。
有效的领导需要具备沟通能力、影响力、决策能力和执行力。
2.决策是管理的核心，是组织成功的关键。
决策涉及到对可选方案的评估、选择和实施，需要权衡利弊并承担风险。
3.领导者和决策者不是同一个人物，但相互关联。
领导者需要具备决策能力，而决策者则需要一位有能力的领导者来执行。
五、沟通与团队建设1.沟通是组织内部信息传递和交换的过程，包括上行沟通、下行沟通、平行沟通和外部沟通。
2.有效的沟通需要建立良好的信息渠道、明确信息传递的内容和方式，并确保信息的准确性和及时性。
3.团队建设是组织发展的重要组成部分，包括团队成员之间的协作、信任和凝聚力。
通过有效的团队建设活动，可以提高组织的整体绩效和竞争力。
六、控制与绩效评估1.控制是确保组织目标和战略得以实现的过程，包括对资源的使用、过程和结果的监督和评估。
2.绩效评估是控制的关键环节，是对组织和个人工作成果的衡量和评价。
管理学概念总结大全(整合罗宾斯+周三多)
管理笔记总结大全（罗+三）第一篇：章节概念第一章管理与组织导论1.管理者：通过协调和监督他人的活动达到与别人一起或者通过别人实现组织目标的目的人。
他的工作可能意味着监督几个单独的个人，还可能包含一个团队的活动。
2.非管理雇员：指在组织中直接从事一项工作和任务，并且没有人向其报告的成员。
3.管理者的分类：1)基层管理者：指最低层的管理人员。
他们管理着非管理雇员所从事的工作，即生产产品和提供服务。
这样的管理者通常称为主管、区域经理、部门经理、生产线线长或工长。
2)中层管理者：包括所有处于基层和高层之间的各个管理层次的管理者，他们管理着基层管理者，可能具有地区经理、项目主管、工厂厂长或事业部经理的头衔。
3)高层管理者：即处于或者接近组织顶层的管理者，他们承担着制定广泛的组织决策，为整个组织制定计划和目标的责任。
他们的典型代表头衔经常是执行副总裁、总裁、管理董事、首席运营官、首席执行官或董事会主席。
4.管理：是指组织中的管理者，通过实施计划，组织，人员配备，领导，控制等职能来协调他人的活动，使他人同自己能够有效率和有效果地完成工作的过程。
简述：管理的定义及含义？管理是在特定的组织内外环境下，通过对组织的资源进行有效地计划、组织、领导、控制而实现组织目标的过程。
包括以下几个方面的含义：①管理存在于组织之中，是为了实现组织目标而服务的。
管理依存于组织的集体活动，管理的目的是有效地实现组织的目标。
明确的设定目标是管理的起点。
②管理由计划、组织、领导和控制这样一系列相互关联，连续进行的活动所构成的，这些活动称为管理的职能。
③管理活动既强调目的又注重过程。
强调目的就是要选择“做正确的事”，关系到管理活动的效果问题；注重过程则重视“正确地做事”，关系到管理活动的效率问题，在效果与效率两者之中，效果是本，效率是标，有效地管理就是标本兼重，“正确地去做适当的事情”。
④管理工作要通过综合运用组织中的各种资源来实现组织的目的，管理工作是在一定的环境条件下展开的。
管理学中的创新与变革管理
管理学中的创新与变革管理在管理学中，创新和变革管理是重要的概念和实践，它们对于组织和企业的发展至关重要。
本文将探讨管理学中创新和变革管理的概念、作用以及实施方法。
一、创新的概念与重要性创新是指通过独特的观念、想法或行为，创造出新的产品、服务、流程或方法的能力。
在管理学中，创新是推动企业或组织向前发展的关键因素之一。
创新不仅可以提高组织的竞争力，还能够带来市场份额的增长、企业形象的提升以及员工的激励和创造力的释放。
创新可以分为产品创新、流程创新以及组织创新。
产品创新是指开发新的产品或服务，以满足市场需求；流程创新是指改进生产、销售等各个环节的流程，提高效率和降低成本；组织创新是指改变组织的结构、文化、管理方式等，以适应变化的市场环境。
二、变革管理的概念与作用变革管理是指在组织中实施变革过程的管理活动。
在一个日新月异的社会和市场环境中，组织必须不断适应变化，并主动进行变革，才能保持竞争力和生存力。
变革管理的作用是帮助组织应对外部环境的变化，调整内部资源和能力，并实现组织的战略目标。
变革管理过程包括变革的识别、规划、执行和评估。
首先，组织需要识别变革的需求和机会，分析变革的影响和可能面临的挑战。
然后，制定变革的规划，明确目标、策略和资源，并制定实施计划。
在执行阶段，需要有效地管理变革过程，包括沟通、协调、培训和监督等。
最后，通过评估和反馈，对变革的效果进行评估，及时进行调整和改进。
三、创新与变革管理的互动关系创新和变革管理之间存在着密切的互动关系。
创新为变革提供了动力和支持，而变革管理则提供了创新实施的框架和保障。
首先，创新为变革提供了动力。
通过创新，组织可以开发新的产品、服务和业务模式，打破传统的思维和做法，从而引发变革的需求和机会。
其次，变革管理提供了创新实施的框架和保障。
创新常常涉及到组织的结构和文化的调整，需要对变革过程进行有效的管理。
变革管理提供了规划、执行和评估的方法和工具，帮助组织有效地管理创新，降低创新的风险并提高成功的几率。
罗宾斯《管理学》第九版题库13
Chapter 13 – Managing Change and InnovationTrue/False QuestionsWHAT IS CHANGE?1. Change is an organizational reality.True (easy)2. Organizational change can be alteration in people, structure, or technology.True (moderate)FORCES FOR CHANGE3. The marketplace is an external force of change.True (moderate)4. The change in demand for health care technicians is an example of an economic change.False (difficult)5. Economic changes are an internal force of change.False (moderate)6. Any manager can be a change agent.True (moderate)TWO VIEWS OF THE CHANGE PROCESS7. The "calm waters" approach to change would be consistent with Lewin's concept of unfreezing, changing,and refreezing.True (difficult)8. In the "white-water rapids" metaphor of change, managers should expect change at any time, and it may lastfor unspecified lengths of time.True (moderate)MANAGING CHANGE9. Change threatens the investment you've already made in the status quo.True (easy)10. One reason people resist change is that is substitutes ambiguity for uncertainty.False (difficult)11. The manager's options for change essentially fall into three categories: structure, technology, and product.False (difficult)12. Computerization is a technological change that replaces people with machines.False (moderate)13. Probably the most visible technology changes in recent years have come through managers’ efforts toexpand corporate financing.False (moderate)14. Sensitivity training is a method of changing behavior through unstructured group interaction.True (easy)15. Organizational cultures tend to resist change.True (moderate)16. Techniques to change people and the quality of interpersonal work relationships are termed organizationaldevelopment.True (moderate)17. Cultural change is easier when the organizational culture is strong.False (easy)18. The first step in accomplishing organizational cultural change is to initiate a reorganization.False (moderate)CONTEMPORARY ISSUES IN MANAGING CHANGE19. Cooptation refers to covert attempts to influence.False (moderate)20. Manipulation is using direct threats.False (moderate)21. A major disadvantage of coercion is that it is frequently illegal.True (moderate)22. Negotiation refers to covert attempts to influence, twisting and distorting facts or withholding information.False (moderate)23. In cooptation, an organization seeks to "buy off" the leaders of a resistance group by giving them a key rolein the change decision.True (moderate)24. Never negotiate with employees as a means of overcoming resistance to change.False (moderate)25. The first step in changing organizational culture is to conduct a cultural analysis.True (easy)26. In process reengineering, a company drastically changes its structure, technology, and people by startingfrom scratch in reexamining the way the organization's work is done.True (moderate)27. Stress is a dynamic condition a person faces when confronted with an opportunity, constraint, or demandrelated to what he or she desires and for which the outcome is perceived to be both uncertain and important.True (moderate)28. In terms of organizational factors, any attempt to lower stress levels has to begin with employee selection.True (moderate)MANAGING WORKFORCE DIVERSITY29. The Paradox of Diversity is described as situations in which limitations are placed upon diverse individualsby strong organizational cultures.True (moderate)STIMULATING INNOVATION30. Creativity is the process of taking an idea and turning it into a useful product, service, or method ofoperation.False (difficult)Multiple ChoiceA MANAGER’S DILEMMA31. According to the company profile in “A Manager’s Dilemma,” whic h of the following branded productsdoes Panamerican Beverages, Inc sell in Latin America?a.Pepsib.Coca-Cola (moderate)c.Ocean Sprayd.Gatoradee.Evian32. According to the company profile in “A Manager’s Dilemma,” Francisco Sanchez-Loaeza, Panamco’sChairman a nd CEO, attributes all of the following organizational factors as important to the company’s success EXCEPT:a.centralized management philosophy (moderate)b.logistical expertisec.innovative merchandising strategiesd.excellent financial stewardshipe.decentralized management philosophyWHAT IS CHANGE?33. Being a manager, with no environmental uncertainty or threat of competitors' new products, would besimple without any ______________.a. government regulations.b. unions.c. diversity.d. cultural differences.e. change. (moderate)FORCES FOR CHANGE34. Which of the following is not an external force of change?a. marketplaceb. government laws and regulationsc. technologyd. economic changese. work force (moderate)35. The Americans With Disabilities Act is an example of which of the following forms of environmentalchange?a. internalb. technologyc. government laws and regulations (moderate)d. labor marketse. economic36. Changing human resource activities to attract and retain health care specialists due to increased needs forthose workers is an example of what kind of environmental change factor?a. marketplaceb. technologyc. labor markets (difficult)d. economice. government laws and regulations37. Falling interest rates would most stimulate what change factor for a manager?a. marketplaceb. government laws and regulationsc. labor marketsd. economic (easy)e. technology38. Which of the following is not an internal force of change?a. technology (moderate)b. strategyc. work forced. employee attitudese. equipment39. What change factor did Harley-Davidson motorcycles react to in its turnaround of production qualitycontrol and modernization?a. technologyb. externalc. work forced. equipmente. strategy (difficult)40. Increasing the numbers of employed women and minorities forces managers to pay attention to whatchange factor?a. strategyb. work force (moderate)c. equipmentd. technologye. employee attitudes41. Labor strikes are an example of what change factor that may encourage a change in management thinkingand practices?a. work forceb. equipmentc. employee attitudes (easy)d. strategye. government laws and regulations42. In organizations, people who act as catalysts and assume responsibility for managing the change process,are called ______________.a. change masters.b. change agents. (moderate)c. operations managers.d. charismatic leaders.e. transformational leaders.43. In an organization, who is usually the change agent?a. CEOb. executive vice-presidentc. any manager or nonmanager (difficult)d. any competitore. union leaders44. In spurring organizational change, outside consultants are usually more ______________, while internalmanagers may be more ______________.a. drastic; thoughtful (moderate)b. highly paid; riskyc. resistant; boldd. cautious; friendlye. interested; scaredTWO VIEWS OF THE CHANGE PROCESS45. Lewin's theory is consistent with which view of organizational change?a. continuousb. contemporaryc. Mayo'sd. "calm waters" (moderate)e. change in the 1990s46. Who theorized the change process involving unfreezing, changing, and refreezing?a. Druckerb. Robbinsc. Lewin (easy)d. Mayoe. Lawler47. According to Kurt Lewin, which of the following is not a stage in the change process?a.unfreezingb.changingc.refreezingd.restraining (moderate)48. According to Kurt Lewin, increasing the driving forces, which direct behavior away from the status quo, isa means of doing which of the following?a. unfreezing (moderate)b. changingc. restraining forcesd. refreezinge. melting49. Which of the following terms best describes the two primary views of the change process?a. problematic, encouragedb. occasional, continuous (difficult)c. costly, conservatived. optimistic, pessimistice. reactive, proactive50. Which of the following is the objective of refreezing, according to Lewin?a. directs behavior away from the status quob. hinders movement away from existing equilibriumc. changes to a new environmentd. eliminates the need for future changee. stabilize the new situation (moderate)51. According to the text, the ______________ is consistent with uncertain and dynamic environments.a.calm-waters metaphorb.white-water rapids metaphor (moderate)c.contemporary metaphord.continuous metaphore.cultural metaphor52. A manager who comes to work every morning expecting that today will definitely bring new challengesfrom competitors, the work force, etc., views organizational change in what way?a. pragmaticb. continuous (moderate)c. pessimisticd. reactivee. occasional53. According to the text, managers in such businesses as wireless telecommunications, computer software,and women’s high-fashion clothing have long confronted the ______________.a.calm-waters metaphorb.white-water rapids metaphor (moderate)c.contemporary metaphord.continuous metaphore.cultural metaphorMANAGING CHANGE54. As ______________, managers should be motivated to initiate change because they are committed toimproving their organization's effectiveness.a. change agents (difficult)b. efficiency expertsc. manipulatorsd. process consultantse. reengineering specialists.55. Managers' options for change essentially fall into what three categories?a. environment, technology, and missionb. structure, technology, and people (difficult)c. mission, structure, and peopled. mission, environment, and processe. environment, attitudes, and processes56. Ac cording to the text, “changing structure” includes alteration in any of the following EXCEPT:a.authority relations.b.coordination mechanisms.c.degree of centralization.d.job redesign.e.technology (moderate)57. Which of the following is not a part of organizational structure?a. work specializationb. departmentalizationc. chain of commandd. formalizatione. work processes (difficult)58. If an organization increases the span of control, what factor is being focused on in an organizational change?a. structure (difficult)b. peoplec. technologyd. strategye. human resources59. A company that decides to decentralize its sales procedures is managing what change category?a. technologyb. peoplec. equipmentd. competitorse. structure (moderate)60. According to the text, competitive factors or new innovations within an industry often require managers tointroduce all of the following EXCEPT:a.new equipment.b.new tools.c.new operating methods.d.new employees (moderate)61. ______________ is a technological change that replaces people with machines.a. Operationsb. Organizational developmentc. Automation (moderate)d. Roboticse. Downsizing62. Probably the most visible technological changes in recent years have come through manager s’ efforts toexpand _____________.a.corporate financing.anizational culture.puterization.d.employee retention.63. When grocery stores installed scanners to read the product price, this was an example of managing whatchange category?a. technology (moderate)b. peoplec. competitorsd. structuree. laws and regulations64. If Kraft Foods hired a consultant to decrease group friction and enhance cooperative work relationships,this would be an example of managing what change category?a. technologyb. people (difficult)c. competitorsd. structuree. laws and regulations65. Techniques to change people and the quality of interpersonal work relationships are termed______________.a. operations.b. organizational development. (moderate)c. downsizing.d. robotics.e. automation.66. ______________ is a method of changing behavior through unstructured group interaction.a. Survey feedbackb. Organizational developmentc. Sensitivity training (moderate)d. Process consultatione. Team building67. According to the text, an individual is likely to resist change because of all of the following reasonsEXCEPT:a.uncertainty.b.increased productivity. (easy)c.concern over personal loss.d.belief that the change is not in the organizati on’s best interest.68. Which of the following reactions to change is a threat to the investment you have already made in the statusquo?a. uncertaintyb. freezingc. change is not good for the organizationd. concern over personal loss (moderate)e. refreezing69. Which of the reasons for resistance to change may be beneficial to the organization?a. uncertaintyb. freezingc. change is not good for the organization (difficult)d. refreezinge. concern over personal loss70. All of the following are mentioned in the text as actions that managers can use to deal with resistance tochange EXCEPT:cation and communication.b.diversification (moderate)c.participation.d.facilitation and support.e.negotiation.71. Which of the following techniques for reducing resistance to change is based on the belief that, ifemployees receive the full facts and clarifications, they will no longer be resistant?a. education and communication (easy)b. participationc. facilitation and supportd. negotiatione. manipulation and cooptation72. If K-mart has employees serving on the committee to decide what color the new uniform colors should be,this is an example of what tactic for reducing change resistance?a. education and communicationb. manipulation and cooptationc. participation (easy)d. facilitation and supporte. coercion73. If a bank offers personal and financial counseling to employees prior to an upcoming downsizing, this is anexample of what kind of tactic for reducing change resistance?a. education and communicationb. coercionc. manipulation and cooptationd. negotiatione. facilitation and support (moderate)74. If management offers the union guaranteed wage hikes and a no-layoff promise in exchange for help inimplementing a new production process, this would be an example of what kind of tactic for reducing change resistance?a. participationb. facilitation and supportc. coerciond. negotiation (difficult)e. manipulation and cooptation75. If a state legislator purposely misrepresents public employee wages to the citizens in order to applydownward wage pressure in the collective bargaining process, this would be an example of what kind of tactic for reducing change resistance?a. negotiationb. coercionc. cooptationd. education and communicatione. manipulation (difficult)76. ______________ refers to covert attempts to influence, twisting and distorting facts or withholdinginformation.a. Negotiationb. Coercionc. Cooptationd. Education and communicatione. Manipulation (moderate)77. "Buying off" the leader of a resistance group in order to get his/her endorsement is an example of what kindof tactic for reducing change resistance?a. negotiationb. coercionc. education and commitmentd. cooptation (moderate)e. facilitation and support78. ______________ is using direct threats or force on those who resist change.a. Negotiationb. Coercion (moderate)c. Cooptationd. Education and communicatione. Manipulation79. A manager who threatens to ruin an employee's name in the company if he/she does not cooperate with animpending organizational change is using what kind of tactic for reducing change resistance?a. negotiationb. coercion (moderate)c. manipulation and cooptationd. education and communicatione. facilitation and supportMANAGING YOUR CAREER80. According to the boxed feature, “Managing Your Career,” all of the following are examples of means inwhich individuals can reinvent themselves EXCEPT:a.take advantage of continuing education or graduate courses at local colleges.b.sign up for workshops and seminars that can help enhance personal skills.c.depend on the organization to provide career development and training opportunities.(moderate)d.voice concerns in a constructive manner.81. Which of the following represents the relationship between organizational culture and change?a. Culture and change are naturally compatible.b. Culture tends to be very resistant to change. (moderate)c. Culture can change in months but not weeks.d. Culture can never be purposely changed.e. There is no relationship between culture and change.82. Which of the following is not a favorable situational condition that may facilitate change in organizationalculture?a. A dramatic crisis occurs.b. The culture is weak.c. Stock price sharply falls. (moderate)d. The organization is young and small.e. Leadership changes hands.83. Which of the following is the first step in accomplishing organizational cultural change?a. Appoint new leadership with a new vision.b. Initiate a reorganization.c. Conduct a cultural analysis. (moderate)d. Change the selection and socialization process.e. Introduce new stories and rituals to convey the new mission.84. Which of the following is the last step in accomplishing organizational cultural change?a. Make it clear that change is necessary to organizational survival.b. Introduce new stories and rituals to convey new vision.c. Appoint new leadership with a new vision.d. Change the selection, socialization, and reward system to support new values. (difficult)e. Initiate a reorganization.85. All of the following describe Continuous Quality Improvement EXCEPT:a. continuous, incremental change.b. fixing and improving.c. redesigning. (moderate)d. mostly "as is."e. works from bottom up in organization.86. Which of the following statements reflects the relationship between Continuous Quality Improvement (CQI)and reengineering?a. They are basically the same.b. CQI begins with reengineering.c. They are radically different. (difficult)d. Reengineering begins with TQM.e. Both require decentralized participative decision-making.87. In _____________, a company drastically changes its structure, technology, and people by starting fromscratch in reexamining the way the organization's work is done.a.process reengineeringb.Continuous Quality Improvement (moderate)c.team buildingd.structural realignment88. All of the following describe process reengineering EXCEPT:a. radical change.b. redesigning or starting over.c. mostly "what can be."d. fixing and improving. (moderate)e. initiated by top management.89. ______________ is a dynamic condition a person faces when confronted with an opportunity, constraint, ordemand related to what he or she desires and for which the outcome is perceived to be both uncertain and important.a.Stereotypingb.Stress (moderate)c. A halo effectd.Creativity90. Which of the following is true concerning stress?a. It is a static condition.b. Stress is a negative reaction to an outside force.c. Stress is often associated with constraints and demands. (moderate)d. Stress limits performance.e. Stress has nothing to do with opportunity.91. Which of the following must be present for potential stress to become actual stress?a. uncertainty, importance (moderate)b. risk, valuationc. age, uncertaintyd. certainty, riske. pain, desire92. According to the text, stress symptoms can be grouped under any of the following three general categoriesEXCEPT:a.physiological.b.cultural (moderate)c.psychological.d.behavioral.93. Which of the following general categories of stress symptoms is least relevant to managers?a.physiological. (moderate)b.culturalc.psychological.d.behavioral.94. In terms of organizational factors, any attempt to lower stress levels has to begin with ______________.a. employee work loads.b. the reward system.c. the organizational leader.d. the organizational culture.e. employee selection. (difficult)95. Which of the following is the primary condition to reducing organizational stress?a. good job/person match (moderate)b. merit pay systemc. decentralizationd. caring and understanding managemente. fewer government laws and regulations96. Which of the following is true concerning stress that arises from an employee's personal life?a. A manager should offer advice.b. A manager who understands his/her subordinates can help control employee personal stressors.c. Management involvement may raise ethical concerns. (moderate)d. A caring manager can be the most effective counselor.e. There is nothing the organization should or can do to help relieve personal stressors. STIMULATING INNOVATION97. ______________ refers to the ability to combine ideas in a unique way or to make unusual associationsbetween ideas.a. Innovationb. Imaginationc. Creativity (moderate)d. Interpretive thinkinge. CQI98. ______________ is the process of taking a creative idea and turning it into a useful product, service, ormethod of operation.a. Innovation (moderate)b. Imaginationc. Creativityd. Interpretive thinkinge. CQIMANAGING IN AN E-BUSINESS WORLD99. According to the boxed feature, “Managing in an E-Business World,” which of the following best describesthe metaphor of the E-business world?a.calm-watersb.white-water rapids (moderate)c.contemporaryd.continuouse.cultural100. According to the boxed feature, “Managing in an E-Business World,” Tivoli Systems is a division of which of the following companies?a.General Motorsb.Microsoftc.IBM (moderate)d.Hewlett Packarde.Gateway101. Which of the following is an example of a variable that can foster innovation?a. mechanistic structureb. organic structure (difficult)c. few organizational resourcesd. low ambiguity acceptancee. low job security102. Which of the following is not a cultural value that supports innovation?a. acceptance of ambiguityb. tolerance for the impracticalc. high external controls (moderate)d. focus on ends, not meanse. open-system focus103. Which of the following human resource variables is supportive of organizational innovation?a. low commitment to trainingb. selection of Type A employeesc. high job security (moderate)d. unionizatione. long job tenure104. ______________ actively and enthusiastically support new ideas, build support, overcome resistance, and ensure that innovations are implemented.a.Idea champions (moderate)b.Whistle blowersc.Idea generatorsd.Idea screeners105. According to the text, all of the following are common personality characteristics of idea champions EXCEPT:a.extremely high-self-confidenceb.persistencec.energyd.risk averse (moderate)ScenariosFORCES FOR CHANGEChanging The Way (Scenario)Due to his spouse's accepting a promotion, Colin had recently left his private sector job in Kansas and accepted a new position in public service with the state of Ohio. The change had been quite a shock at first. The organizational cultures were quite different and each environment offered a different set of challenges. One new challenge Colin accepted was implementing changes into a state government system. Historically, this environment had not seen a lot of changes, and now, with the changes in Washington and the move toward privatization, change was necessary. Plus, his agency director was also new and had announced that the agency would be developing a new strategic plan. Together, Colin had been through many changes recently, and would be involved in more in the near future.106. The changes the state government was facing due to pressures put on by Washington could be referred to as a(n) ______________ force of change.a. drivingb. external (moderate)c. technologicald. internale. marketplace107. The changes Colin's agency was facing due to the new strategic plan anticipated from the new director could be referred to as a(n) ______________ force of change.a. drivingb. externalc. technologicald. internal (moderate)e. marketplace108. If Colin accepts the responsibility and acts as a catalyst for change, he could be referred to as a(n)a. change master.b. director of change.c. change agent. (each)d. change manager.e. enforcer of change.TWO VIEWS OF THE CHANGE PROCESS109. The past environment of state government, with very little change, where the status quo is considered the equilibrium state, would be consistent with all but which of the following terms?a. calm watersb. unfreezingc. refreezingd. white-water rapids (easy)e. LewinMANAGING CHANGEMaking Change Happen (Scenario)Colin was getting accustomed to his surroundings in state government. His efforts at getting people to accept change had met with a little resistance due to his and his new director's efforts and the hard work of his subordinates. But now the hard part really started, actually managing the change. What techniques could he and his agency's new director employ to most effectively implement changes that would result in increased productivity in his department? He considered changing three aspects of his agency: the structure, technology, and people.110. If the new agency director decided to remove layers in the agency and increase the span of managerial control, this would be considered changing thea. structural design.b. selection process.c. degree of centralization.d. structural components. (moderate)e. technological design.111. If the agency director decided to shift away from a functional to a product design, this would be considered changing thea. structural design. (challenging)b. selection process.c. degree of centralization.d. structural components.e. technological design.112. If Colin decided to replace some employee work time with a telephone menu system, this would be considered changing thea. organizational structure.b. technology. (moderate)c. people.d. organizational development.e. attitudes.113. Finally, Colin decided his people could benefit from ___________, a method of changing behavior through unstructured group interaction.a. survey feedbackb. sensitivity training (difficult)c. team buildingd. intergroup developmente. process consultationCONTEMPORARY ISSUES IN MANAGING CHANGEChanging Culture (Scenario)Mandy recently returned from her two-day managerial seminar, How to Totally Change Your Management and Leadership Style in Two Days. Even though she felt the seminar was worthless (as she had predicted), it did give her a chance to think about how to change the culture of her organization. She had been brought in by the new CEO as a change agent, and her position had the authority to have impact. She felt that the recent hostile takeover by their parent company had shocked everyone, especially given that the entire organization consisted of only 150 people and had been in business for only five years. She felt this might be the time to attempt the cultural change while everyone was still thinking in terms of change. As she tossed her leadership seminar manual into the wastebasket, she considered what might be her first step and how well the cultural change would work.114. Of the following, which is an advantage that Mandy has to implement cultural change?a. her new leadership skillsb. the recent purchase of her company (difficult)c. previous stable leadershipd. her managerial levele. her change agent power115. Which of the following statements is true concerning the leadership of Mandy's company and its effect on cultural change?a. New top leadership can be an advantage. (moderate)b. New top leadership is rarely an advantage.c. It is important for the cultural change to begin with employees first.d. Leadership issues have little impact on cultural change.e. Retaining the old leadership would have been preferable for cultural change.116. Which of the following statements about her company is most advantageous to Mandy as she attempts to change the cultural leadership?a. Change would be easiest with a company that is older and has a small number of employees.b. Change would be easiest in an older company with many employees.c. Small companies that are new are easiest in which to implement change. (difficult)d. Small companies that are old are easiest in which to implement change.e. In terms of cultural change, company size and age rarely matter.117. Of the following, which statement about her company's previous culture would be most advantageous to her accomplishing a change?a. A previously strong culture is receptive to change.b. A previously nonexistent culture is receptive to change.c. A moderately strong culture is receptive to change.d. A weak culture is more receptive to change. (difficult)e. An organization with multiple cultures is receptive to change.。
管理学中的变革管理和创新
管理学中的变革管理和创新在当今的快速变化和竞争激烈的商业环境中，管理学中的变革管理和创新变得越来越重要。
变革管理和创新是企业实现长期成功和可持续竞争优势的关键要素。
本文将探讨管理学中的变革管理和创新的概念、原理以及应对挑战的方法。
一、变革管理变革管理涉及到的是组织内部的改变。
当组织面临着外部环境的压力和内部问题时，变革管理提供了一种框架来管理这些变化。
其目标是使变化能够顺利进行，最大程度地减少阻力和负面影响。
变革管理的一个关键概念是变革过程。
变革过程应包括以下几个步骤：1. 识别和解释变革的原因和目标。
组织需要明确为何需要变革以及变革的目标是什么。
2. 制定变革战略和计划。
在变革过程中，组织需要确定适合其需求和目标的战略和计划。
3. 执行变革计划。
执行变革计划需要组织内各个层级的合作和沟通。
同时，组织需要监测和评估变革过程，及时调整战略。
4. 支持和激励。
变革过程中，组织需要给予员工支持和激励，以增强他们的参与和投入。
二、创新创新是指在组织中引入新的思想、方法、产品或服务。
创新可以提高组织的竞争力和适应性，为其带来新的增长机会。
在管理学中，创新被视为提高组织绩效的关键要素。
创新可以分为以下几种类型：1. 产品创新。
这种创新形式涉及新产品的开发和推出，或对现有产品的改进。
2. 流程创新。
流程创新是指改变组织内部的工作流程和流程，以提高效率和质量。
3. 市场创新。
市场创新是指通过开拓新市场、调整市场定位或创造新需求等方式，来达到组织增长和成功的目标。
4. 组织创新。
组织创新是指改变组织的结构、文化和管理方法，以适应外部环境的变化。
三、变革管理与创新的关系变革管理和创新在管理学中密切相关。
变革管理提供了一种管理变革的框架，以确保创新能够顺利进行。
变革管理和创新之间的关系可以总结为以下几点：1. 变革管理为创新提供了支持和保护。
在组织内部引入创新可能面临各种阻力和风险。
变革管理提供了一种结构化的方法来管理这些风险和阻力。
管理学课程第十三章 创新讲义资料
活动分为两个阶段：一是率先在国内推出181L大
冷冻室冰箱，使冰箱由冷藏室和冷冻室并存发展 到全冷冻室；二是推出保鲜冰箱，使冰箱保质有 了绿色革命的意义。
这两次技术创新，使美菱集团由小到大，由弱 变强，由赶“末班车”到进入中国家电队伍中的 第一方阵。
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依靠丰富冰箱技术创新的内涵，美菱集团在 买方市场的格局中，寻找到了又一个冰箱细分市 场。1998年上半年，全国冰箱市场销量比1997 年同期下降了7%，而美菱冰箱销量却上升了 12%，冰箱市场的这种逆势变化，证明了美菱的 技术创新成果的巨大作用。
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2.创造促进创新的组织氛围 大张旗鼓地宣传创新，激发创新。“无功 便有过” 人人谈创新、时时想创新、无处不创新。 不创新则无地自容 人人奋发向上、努力进取、跃跃欲试、 大胆尝试 探索、尝试蔚然成风
19
3.制定有弹性的计划 • 创新需要思考，思考需要时间 • 对“满负荷工作制”应当反思 • 美国的IBM、杜邦公司等允许职工用5～
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美菱集团是安徽合肥的一家以生产
冰箱为主业的企业集团，大约在国内冰
箱市场接近饱和阶段时介入冰箱产业，
起步较晚。但经过多年的奋斗，已经成
为与国内另外数家冰箱名牌企业并存的
冰箱市场中的几朵“红花”，但受到严
酷的冰箱市场饱和与需求刚性的市场挤
压。
29
可是，美菱并没有沉沦，而是坚持 走企业技术创新之路，大胆更新产品观 念和市场观念，硬是在刚性的冰箱需求 面上找到了一道市场需求“缝隙”—— 保鲜冰箱。美菱便由开发保鲜技术入手， 并将创新成果转化为新产品——保险冰 箱，从而开拓出一个新市场，得到了又 一份市场份额。
间的关系
——管理劳动的纵向分工问题
罗宾斯-管理学-第十三版-重点(为考试做准备)
罗宾斯管理学第十三版本章小节，为考试做准备！1。
1 解释为什么管理者对组织很重要。
管理者对组织很重要的原因有三个。
第一，在不确定、复杂和混乱的时期，组织需要他们的管理技能.第二,管理者是组织完成任务的关键。
第三，管理者对员工生产率和忠诚度有贡献；员工被管理的方式可以影响到组织的财务绩效，事实表明管理能力对于创造组织价值很重要。
1.2 阐释谁是管理者，他们在何处工作。
管理者协调和监管别人的工作,这样组织目标才能实现.非管理雇员直接处理工作或任务，没有人向他们汇报。
在传统结构的组织中,管理者包括基层、中层和高层三类.在其他架构较为松散的组织中，管理者可能不容易被识别出来，尽管有人必须担任该角色。
管理者在组织中工作，这是人为的刻意安排，以实现某个特定的目标。
组织有三个特点:有明确的目标、由人组成、有精密的结构。
现在很多组织的结构变得更加开放、灵活和适应变化。
1.3 描述管理者的职能、角色和技能。
从宽泛的意义上说，管理是管理者做的事，涉及协调和监管他人的工作活动，从而使他们的工作可以有效率且有成效地完成。
效率意味着“正确地做事”;成效意味着“做正确的事"。
管理者的四种职能包括：计划（设定目标、制定战略和开发计划）组织（安排和建构工作)领导（与人工作以及通过人工作）和控制（监管、比较和纠正工作绩效）名茨伯格的管理者角色包括：人际关系角色，涉及人与人的关系和其他礼仪性/象征性职责（名义领袖、领导者和联络员）；信息传递角色，涉及收集、接收和传播信息(监管人、宣传人和发言人）;决策制定角色，涉及作出决策（企业家、危机处理者、资源分配者和谈判者）卡茨的管理技能包括技术技能(工作特定领域的知识和技术)、人际关系技能（与他人及团队良好合作的能力)、概念技能（对抽象复杂情况的思考和表达想法的能力）。
、技术技能对于低层管理者最为重要,而概念技能对于高层管理者最为重要。
人际关系技能对所有管理者都同等重要.其他一些经确认的管理技能包括管理人力资源、激发承诺、管理变革、使用有目的的人脉网络，等等。
管理学概念总结大全(整合罗宾斯+周三多)
管理笔记总结大全（罗+三）第一篇：章节概念第一章管理与组织导论1.管理者：通过协调和监督他人的活动达到与别人一起或者通过别人实现组织目标的目的人。
他的工作可能意味着监督几个单独的个人，还可能包含一个团队的活动。
2.非管理雇员：指在组织中直接从事一项工作和任务，并且没有人向其报告的成员。
3.管理者的分类：1)基层管理者：指最低层的管理人员。
他们管理着非管理雇员所从事的工作，即生产产品和提供服务。
这样的管理者通常称为主管、区域经理、部门经理、生产线线长或工长。
2)中层管理者：包括所有处于基层和高层之间的各个管理层次的管理者，他们管理着基层管理者，可能具有地区经理、项目主管、工厂厂长或事业部经理的头衔。
3)高层管理者：即处于或者接近组织顶层的管理者，他们承担着制定广泛的组织决策，为整个组织制定计划和目标的责任。
他们的典型代表头衔经常是执行副总裁、总裁、管理董事、首席运营官、首席执行官或董事会主席。
4.管理：是指组织中的管理者，通过实施计划，组织，人员配备，领导，控制等职能来协调他人的活动，使他人同自己能够有效率和有效果地完成工作的过程。
简述：管理的定义及含义？管理是在特定的组织内外环境下，通过对组织的资源进行有效地计划、组织、领导、控制而实现组织目标的过程。
包括以下几个方面的含义：①管理存在于组织之中，是为了实现组织目标而服务的。
管理依存于组织的集体活动，管理的目的是有效地实现组织的目标。
明确的设定目标是管理的起点。
②管理由计划、组织、领导和控制这样一系列相互关联，连续进行的活动所构成的，这些活动称为管理的职能。
③管理活动既强调目的又注重过程。
强调目的就是要选择“做正确的事”，关系到管理活动的效果问题；注重过程则重视“正确地做事”，关系到管理活动的效率问题，在效果与效率两者之中，效果是本，效率是标，有效地管理就是标本兼重，“正确地去做适当的事情”。
④管理工作要通过综合运用组织中的各种资源来实现组织的目的，管理工作是在一定的环境条件下展开的。
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第十三章：
变革与创新的管理
学习目的：
1.比较变革的“风平浪静”与“急流险滩”两种观点
2.解释人们为什么会反对变革
3.列示降低变革阻力的策略
4.描述管理者能对组织作哪些变革
5.说明促进组织文化变革的情境因素
6.解释管理当局应当如何推进组织文化变革
7.阐述管理当局应当如何推进全面质量管理
8.描述减少员工压力的方法
9.解释组织应当如何激发创新
第一节什么是变革
变革【change】一种人员、结构或技术的改变。变革是组织的现实。对付
变革是每个管理者工作中不可分割的一部分。
第二节变革的力量
一．外部力量
竞争、政府法律与条例、技术需要和经济变化等都是变革的外部力量。
二．内部力量
战略的制定与修订、劳动力队伍的变化、新设备的引进和员工的态度变化
等都是变革的内部力量
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三．管理者作为变革推动者
1.变革推动者【change agents】作为变革的催化剂和管理变革过程的人
第三节变革过程中的两种观点
一．“风平浪静”观
库尔特·xx的三个步骤的变革过程：
1）三个步骤：
解冻，变革与再冻结
2）说明：
按照卢因的观点，成功的变革要求对现状予以解冻，然后变革到一种新的
状态，并对新的变革予以再冻结，使之保持长久。
3）解冻的方式：
增强驱动力，使行为脱离现有状态；减弱制约力，即妨碍脱离现有平衡状
态的力量；混合使用以上两种方法。
4）这种观点对于50-60年代和70年代初期面临的相对稳定的环境的大多
数组织来说，可能是适合的。二．“急流险滩”观
“急流险滩”观更适合不确定的、动态的环境。它与从工业化社会转变为由
信息和思想支配的新时代的动态环境相适应。
三．对上述两种观点的总认识
虽然不是每一个管理者都面临一种无序变化的环境，但不处于这一环境的
管理者正在急剧地减少。现在很少有组织可以将变革看作是偶然的干扰事件。
第四节组织的惯性与变革阻力
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一．变革的阻力
1.不确定性
2.关心个人得失
3.认为变革不是为了组织的最佳利益
二．降低阻力的策略
1.教育与沟通：
这一策略假定，阻力的根源在于信息失真，或者是由不良的沟通造成的。
如果员工们了解了全部事实，澄清了他们的错误认识，阻力自然会减退。方式
有个人会谈、小组讨论和报告会等
2.参与：
一个人要是参与了变革的决策，他就不容易形成阻力
3.促进与支持：
以某种有价值的xx来换取阻力减低
5.操纵与合作：
操纵是将努力转换到施加影响上。如有意扭曲事实而使变革更具吸引力，
隐瞒具有破坏性的信息，制造不真实的谣言使员工接受变革等。合作是介于操
纵与参与之间的一种形式，它通过收买反对派的领袖人物参与变革决策来降低
阻力
6.强制：
直接对抵制者使用威胁力和控制力
第五节管理变革的方法
变革的三种类型：
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一．结构变革
1.复杂性
2.正规化
3.集权化
4.职务设计
二．技术变革
1.工作过程
2.工作方法
3.设备
三．人的变革：
工作态度、期望、认知和行为
1.组织发展【organizational development】改变人和人与人之间工作关系质
量的技术
2.组织发展的方法：
1）敏感性训练【sensitivity traing】一种通过无结构的群体相互作用改变行
为的方法
2）调查反馈【survey feedback】一种评价态度，识别其中的差异，以及利
用调查信息反馈的技术
4）团队建设【team building】通过工作团队成员之间的相互作用了解每个
成员是怎么想的和怎么做的
5）组际发展【intergroup development】改变工作群体相互之间的态度、陈
规和观念
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第六节管理变革中的新问题
一．组织文化变革：
组织文化是由相对稳定和持久的因素构成的，这一事实往往导致文化的变
革具有相当的阻力。
1.对情境因素的认识：
经验表明，文化变革最有可能在以下全部或绝大部分条件的情况下发生
1）大规模危机出现
2）领导职位易人
3）组织新而小
4）组织文化弱
2.实现文化变革的策略
1）进行组织文化分析，确定需要变革的文化因素
2）向员工们说明并让其意识到变革的紧迫性
3）任命具有新观念的新领导
4）发动一次组织重组
5）引入新故事、新典礼来传播新观念
6）改变人员甄选和社会化过程及绩效评估和奖酬制度，支持新的文化价值
观
二．推行全面质量管理
全面质量管理实质上是一个持续的、渐进的的变革方案，它与变革的“风平
浪静”观是一致的。
1.集中变革的努力
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1）结构：
能有效地推行全面质量管理的组织结构必须是分权化的，低纵向变异的，
宽管理跨度的和低劳动分工的，同时支持跨职能团队的工作
2）技术：
开发出柔性的工作流程以支持持续的渐进改革。还要加强工人的教育和培
训
3）人员：
需要有适当的教育和培训，还需要支持性的绩效评估和奖酬制度
2.变革推动者的角色：
要求有效的高层领导
3.认识上的冲突
在全面质量管理的渐进方法与革命性变革之间，存在着一种潜在的认识冲
突。这种困境确实是存在的。全面质量管理活动沉溺于持续的、渐进性的变
革，但对于许多组织来说，渐进变革是远不够的。这些组织需要对其运营方式
作急剧的、根本性的改变。这一点意味着，对某些组织而言，在全面质量管理
式的变革之前应有一次革命。
三．处理员工压力
1.什么是压力
压力【stress】一种状态状况，个人面对机会、制约或期望的结果，这种期
望的成果既重要又不确定
2.压力的根源
1）个性：
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①A类行为【type A behavior】以长期性的时间紧迫和竞争激烈为标志的行
为
②B类行为【type B behavior】松懈的、容易从事的和不有竞争的行为
2）个人的因素：
家庭成员的死亡、离婚和个人财力困难等3）与组织相关的因素：
①变革是一个主要的来源
②员工的职务（工作强度与挑战性）和组织结构
③角色冲突和模糊
④过多的规则条例、不具有反应力和支持力的上司、模糊不清的沟通和不
愉快的工作环境等都会给员工造成压力
3.压力的症状
1）生理的：
新陈代谢发生变化，心率加快和呼吸频率加快，血压上升等
2）心理的：
紧张、焦虑、烦躁、厌倦和拖延等
3）行为的：
生产率变化、缺勤和离职流动，以及饮食习惯的改变，过度吸烟和酗酒、
坐立不安、语速加快和睡眠障碍等
4.减少压力（此处的压力指不良的压力）
根据压力的来源xx的措施
第七节激发创新
一．创造与创新
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1.创造力【creativity】以独特的方式组合思想或在不同的思想之间建立起不
寻常的联系的能力。能激发创造力的组织，可以不断地开发出做事的新方式以
及解决问题的新方法。
2.创新【innovation】产生创造性的思想和将其转化为有用的产品、服务或
经营的方法的过程。也即，富有创新力的组织能够不断地将创造性思想转变为
某种有用的成果。二．促进创新
1.结构因素
1）有机式结构对创新有正面影响。因为其纵向变异、正规化和集权化程度
低，可以提高组织灵活性、应变力和跨职能工作能力，从而使创新更易于得到
采纳。
2）拥有富足的资源能为创新提供另一重要的基石。组织资源充裕，就使管
理者有能力购买创新成果，敢于投下巨资推行创新并承受失败的损失。
3）单位间密切的沟通有利于克服创新的潜在障碍。
2.文化因素
1）接受模棱两可。过于强调目的性和专一性会限制人的创造性。
2）容忍不切实际
3）外部控制少。组织将规则、条例、政策这类的控制降低到最低程度。
4）接受风险
5）容忍冲突。组织鼓励不同的意见。
6）注重结果胜于手段
7）强调开放系统。组织时刻监控环境的变化并随时作出快速的反应。3.人
力资源因素
1）高培训与发展投入
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2）高工作保障
有创造性的员工
奇摩女孩
3）
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