Ebook Fundamentals of Management: Essential concepts and applications - Part 1

® MyManagementLab MyManagementLab is an online assessment and preparation solution for courses in Principles of Management, Human Resources, Strategy, and Organizational Behavior that helps you actively study and prepare material for class Chapterby-chapter activities, including study plans, focus on what you need to learn and to review in order to succeed Visit www.mymanagementlab.com to learn more FUNDAMENTALS OF MANAGEMENT ESSENTIAL CONCEPTS AND APPLICATIONS This page intentionally left blank FUNDAMENTALS OF MANAGEMENT 8e ESSENTIAL CONCEPTS AND APPLICATIONS STEPHEN P ROBBINS San Diego State University DAVID A DECENZO Coastal Carolina University MARY COULTER Missouri State University Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montréal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editorial Director: Sally Yagan Senior Acquisitions Editor: Kim Norbuta Editorial Project Manager: Claudia Fernandes Director of Marketing: Maggie Moylan Senior Marketing Manager: Nikki Ayana Jones Marketing Assistant: Ian Gold Senior Managing Editor: Judy Leale Production Project Manager: Kelly Warsak Senior Operations Supervisor: Arnold Vila Operations Specialist: Cathleen Petersen Creative Director: Blair Brown Senior Art Director: Kenny Beck Text Designer: Michael Fruhbeis Cover Designer: Michael Fruhbeis Cover Art: LCI Design Manager, Rights and Permissions: Hessa Albader Medial Project Manager, Production: Lisa Rinaldi Senior Media Project Manager: Denise Vaughn Full-Service Project Management: Sharon Anderson/Bookmasters, Inc Composition: Integra Software Services Printer/Binder: Courier/Kendallville Cover Printer: Lehigh-Phoenix Color Text Font: 10/12 Times Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook appear on appropriate page within text Microsoft® and Windows® are registered trademarks of the Microsoft Corporation in the U.S.A and other countries Screen shots and icons reprinted with permission from the Microsoft Corporation This book is not sponsored or endorsed by or affiliated with the Microsoft Corporation Copyright © 2013, 2011, 2008, 2005, 2004 Pearson Education, Inc., publishing as Prentice Hall, One Lake Street, Upper Saddle River, New Jersey 07458 All rights reserved Manufactured in the United States of America This publication is protected by Copyright, and permission should be obtained from the publisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in any form or by any means, electronic, mechanical, photocopying, recording, or likewise To obtain permission(s) to use material from this work, please submit a written request to Pearson Education, Inc., Permissions Department, One Lake Street, Upper Saddle River, New Jersey 07458, or you may fax your request to 201-236-3290 Many of the designations by manufacturers and seller to distinguish their products are claimed as trademarks Where those designations appear in this book, and the publisher was aware of a trademark claim, the designations have been printed in initial caps or all caps Library of Congress Cataloging-in-Publication Data Robbins, Stephen P., Fundamentals of management: essential concepts and applications / Stephen P Robbins, David A DeCenzo, Mary Coulter — 8th ed p cm Includes bibliographical references and index ISBN 978-0-13-262053-6 Management I DeCenzo, David A II Coulter, Mary K III Title HD31.R5643 2013 658—dc23 2011043635 10 ISBN 10: 0-13-262053-7 ISBN 13: 978-0-13-262053-6 To my wife, Laura Steve To my family who continue to help me understand what life is about, who are there through thick and thin, and who demonstrate what is good about people today To Terri, Mark, Meredith, Gabriella, and Natalie, thank you for making me the person I am today Dave To Brooklynn my sweet baby girl! Mary v This page intentionally left blank Brief Contents Part Introduction Chapter Managers and Management History Module Chapter Chapter A Brief History of Management’s Roots 21 The Management Environment 28 Integrative Managerial Issues 46 Part Planning 70 Chapter Foundations of Decision Making 70 Quantitative Module Chapter Quantitative Decision-Making Aids 94 Foundations of Planning 104 Part Organizing 130 Chapter Chapter Organizational Structure and Design 130 Managing Human Resources 160 Career Module Chapter Building Your Career 193 Managing Change and Innovation 198 Part Leading 220 Chapter Chapter 10 Chapter 11 Chapter 12 Chapter 13 Foundations of Individual Behavior 220 Understanding Groups and Managing Work Teams 248 Motivating and Rewarding Employees 272 Leadership and Trust 298 Managing Communication and Information 326 Part Controlling 346 Chapter 14 Chapter 15 Foundations of Control 346 Operations Management 368 Entrepreneurship Module Managing Entrepreneurial Ventures 392 Your Turn to Be a Manager 402 Name/Organization Index 461 Glindex (combined subject index and glossary) 465 vii This page intentionally left blank Tai lieu Luan van Luan an Do an CHAPTER | MANAGING CHANGE AND INNOVATION Xyratex, a data storage firm based in the United Kingdom, brings its managers and employees from around the world together to participate in philanthropic team-building events This photo shows coworkers who gathered in Sacramento, California, for a team-building exercise to assemble bicycles and then give them to kids from local Boys & Girls Clubs Team-building helps Xyratex employees increase their trust and openness toward one another and deepen their commitment to the firm’s mission of “advancing digital innovation.” By combining team building with philanthropy, Xyratex gives employees the opportunity to achieve a corporate goal of helping children who live near the firm’s operations in Europe, Asia, and North America organization development (OD) process consultation intergroup development Efforts that assist organizational members with a planned change by focusing on their attitudes and values Using outside consultants to assess organizational processes such as workflow, informal intra-unit relationships, and formal communication channels Activities that attempt to make several work groups more cohesive survey feedback team-building A method of assessing employees’ attitudes toward and perceptions of a change Using activities to help work groups set goals, develop positive interpersonal relationships, and clarify the roles and responsibilities of each team member Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn Randall Benton/Newscom In facilitating long-term, organization-wide changes, OD focuses on constructively changing the attitudes and values of organization members so that they can more readily adapt to and be more effective in achieving the new directions of the organization.13 When OD efforts are planned, organization leaders are, in essence, attempting to change the organization’s culture.14 However, a fundamental issue of OD is its reliance on employee participation to foster an environment in which open communication and trust exist.15 Persons involved in OD efforts acknowledge that change can create stress for employees Therefore, OD attempts to involve organizational members in changes that will affect their jobs and seeks their input about how the change is affecting them (just as Lewin suggested) Any organizational activity that assists with implementing planned change can be viewed as an OD technique However, the more popular OD efforts in organizations rely heavily on group interactions and cooperation and include survey feedback, process consultation, team-building, and intergroup development Survey feedback efforts are designed to assess employee attitudes about and perceptions of the change they are encountering Employees are generally asked to respond to a set of specific questions regarding how they view such organizational aspects as decision making, leadership, communication effectiveness, and satisfaction with their jobs, coworkers, and management.16 The data that a change agent obtains are used to clarify problems that employees may be facing As a result of this information, the change agent takes some action to remedy the problems In process consultation, outside consultants help managers to perceive, understand, and act on organizational processes with which they must deal.17 These elements might include, for example, workflow, informal relationships among unit members, and formal communications channels Consultants give managers insight into what is going on It’s important to recognize that consultants are not there to solve these problems Rather, they act as coaches to help managers diagnose the interpersonal processes that need improvement If managers, with the consultants’ help, cannot solve the problem, the consultants will often help managers find experts who can Organizations are made up of individuals working together to achieve some goals Because organizational members must frequently interact with peers, a primary function of OD is to help them become a team Team-building is generally an activity that helps work groups set goals, develop positive interpersonal relationships, and clarify the roles and responsibilities of each team member It’s not always necessary to address each area because the group may be in agreement and understand what’s expected of it The primary focus of team-building is to increase members’ trust and openness toward one another.18 Whereas team-building focuses on helping a work group become more cohesive, intergroup development attempts to achieve the same results among different work groups That is, intergroup development attempts to change attitudes, stereotypes, and perceptions that one group may have toward another group In doing so, better coordination among the various groups can be achieved 205 Tai lieu Luan van Luan an Do an 206 PAR T | ORGANIZING 8.2 Explain how to manage resistance to change HOW DO MANAGERS MANAGE RESISTANCE TO CHANGE? We know that it’s better for us to eat healthy and to be active, yet few of us follow that advice We resist making changes in our lifestyle Volkswagen Sweden and ad agency DDB Stockholm did an experiment to see if they could get people to change their behavior and take the healthier option of using the stairs instead of riding an escalator.19 How? They put a working piano keyboard on a stairway in a Stockholm subway station (you can see a video of it on YouTube) to see if commuters would use it The experiment was a resounding success as stair traffic rose 66 percent The lesson—people can change if you make the change appealing Managers should be motivated to initiate change because they’re concerned with improving their organization’s effectiveness But change isn’t easy in any organization It can be disruptive and scary Organizations, and people within them, can build up inertia that causes them to resist any change, even if the change might be beneficial In this section, we review why people in organizations resist change and what can be done to lessen that resistance Why Do People Resist Organizational Change? 22 and the survey says… 62 percent of Americans are stressed about work 27 percent of businesses say the biggest hurdle to change is empowering others to act on the change 46 percent of individuals say they would give up some of their salary for more personal time 50 percent or more of employee resistance to change could have been avoided with effective change management 77 percent of managers say they work 41 to 60 hours a week 31 percent of managers believe that innovation happens by accident at their companies 25 percent of employees say their companies encourage innovation as a mandate 51 percent of employees say that their coworkers are the biggest source of stress at work It’s often said that most people hate any change that doesn’t jingle in their pockets This resistance to change is well documented.20 Why people resist organizational change? The main reasons include uncertainty, habit, concern over personal loss, and the belief that the change is not in the organization’s best interest.21 Change replaces the known with uncertainty No matter how much you may dislike attending college (or certain classes), at least you know what’s expected of you When you leave college for the world of full-time employment, you’ll trade the known for the unknown Employees in organizations are faced with similar uncertainty For example, when quality control methods based on statistical models are introduced into manufacturing plants, many quality control inspectors have to learn the new methods Some may fear that they’ll be unable to so and may develop a negative attitude toward the change or behave poorly if required to use them Another cause of resistance is that we things out of habit Every day when you go to school or work you probably get there the same way, if you’re like most people We’re creatures of habit Life is complex enough—we don’t want to have to consider the full range of options for the hundreds of decisions we make every day To cope with this complexity, we rely on habits or programmed responses But when confronted with change, our tendency to respond in our accustomed ways becomes a source of resistance The third cause of resistance is the fear of losing something already possessed Change threatens the investment you’ve already made in the status quo The more that people have invested in the current system, the more they resist change Why? They fear losing status, money, authority, friendships, personal convenience, or other economic benefits that they value This helps explain why older workers tend to resist change more than younger workers since they generally have more invested in the current system and more to lose by changing A final cause of resistance is a person’s belief that the change is incompatible with the goals and interests of the organization For instance, an employee who believes that a proposed new job procedure will reduce product quality can be expected to resist the change This type of resistance can actually be beneficial to the organization if expressed in a positive way What Are Some Techniques for Reducing Resistance to Organizational Change? At an annual 401(k) enrollment meeting, the CEO of North American Tool, frustrated at his employees’ disinterest in maxing out their investments, brought in a big bag, unzipped it, and upended it over a table.23 Cash poured out—$9,832 to be exact—the amount employees had failed to claim the prior year He gestured at the money and said, “This is your money It should be in your pocket Next year, you want it on the table or in your Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn Tai lieu Luan van Luan an Do an CHAPTER EXHIBIT 8-3 | MANAGING CHANGE AND INNOVATION Techniques for Reducing Resistance to Change TECHNIQUE WHEN USED ADVANTAGE DISADVANTAGE Education and communication When resistance is due to misinformation Clear up misunderstandings May not work when mutual trust and credibility are lacking Participation When resisters have the expertise to make a contribution Increase involvement and acceptance Time-consuming; has potential for a poor solution Facilitation and support When resisters are fearful and anxiety-ridden Can facilitate needed adjustments Expensive; no guarantee of success Negotiation When resistance comes from a powerful group Can “buy” commitment Potentially high cost; opens doors for others to apply pressure too Manipulation and co-optation When a powerful group’s endorsement is needed Inexpensive, easy way to gain support Can backfire, causing change agent to lose credibility Coercion When a powerful group’s endorsement is needed Inexpensive, easy way to gain support May be illegal; may undermine change agent’s credibility pocket?” When the 401(k) enrollment forms were distributed, several individuals signed up Sometimes to get people to change, you first have to get their attention When managers see resistance to change as dysfunctional, what can they do? Several strategies have been suggested in dealing with resistance to change These approaches include education and communication, participation, facilitation and support, negotiation, manipulation and co-optation, and coercion These tactics are summarized here and described in Exhibit 8–3 Managers should view these techniques as tools and use the most appropriate one depending on the type and source of the resistance Education and communication can help reduce resistance to change by helping employees see the logic of the change effort This technique, of course, assumes that much of the resistance lies in misinformation or poor communication Participation involves bringing those individuals directly affected by the proposed change into the decision-making process Their participation allows these individuals to express their feelings, increase the quality of the process, and increase employee commitment to the final decision Facilitation and support involve helping employees deal with the fear and anxiety associated with the change effort This help may include employee counseling, therapy, new skills training, or a short paid leave of absence Negotiation involves exchanging something of value for an agreement to lessen the resistance to the change effort This resistance technique may be quite useful when the resistance comes from a powerful source Manipulation and co-optation refer to covert attempts to influence others about the change They may involve twisting or distorting facts to make the change appear more attractive Finally, coercion can be used to deal with resistance to change Coercion involves the use of direct threats or force against the resisters WHAT REACTION DO EMPLOYEES HAVE TO ORGANIZATIONAL CHANGE? Describe what managers need to know 8.3 about employee stress For many employees, change creates stress A dynamic and uncertain environment characterized by restructurings, downsizings, empowerment, and personal-life matters has caused large numbers of employees to feel overworked and “stressed out.” As our opening case described, sometimes the stress gets to be so intense that individuals respond in a drastic (and tragic) way In this section, we’ll review specifically what is meant by the term stress, what the symptoms of stress are, what causes stress, and what managers can to reduce anxiety Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn 207 Tai lieu Luan van Luan an Do an 208 PAR T | ORGANIZING What Is Stress? is the adverse reaction people have to excessive pressure placed on them from extraordinary demands, constraints, or opportunities.24 Stress isn’t always bad Although it’s often discussed in a negative context, stress can be positive, especially when it offers a potential gain For instance, functional stress allows an athlete, stage performer, or employee to perform at his or her highest level at crucial times However, stress is more often associated with constraints and demands A constraint prevents you from doing what you desire; demands refer to the loss of something desired When you take a test at school or have your annual performance review at work, you feel stress because you confront opportunity, constraints, and demands A good performance review may lead to a promotion, greater responsibilities, and a higher salary But a poor review may keep you from getting a promotion An extremely poor review might lead to your being fired One other thing to understand about stress is that just because the conditions are right for stress to surface doesn’t always mean it will Two conditions are necessary for potential stress to become actual stress.25 First, there must be uncertainty over the outcome, and second, the outcome must be important Stress What Are the Symptoms of Stress? We see stress in a number of ways For instance, an employee who is experiencing high stress may become depressed, accident prone, or argumentative; may have difficulty making routine decisions; may be easily distracted, and so on As Exhibit 8–4 shows, stress symptoms can be grouped under three general categories: physical, psychological, and behavioral All of these can significantly affect an employee’s work Too much stress can also have tragic consequences In Japan, there’s a stress phenomenon called karoshi (pronounced kah-roe-she), which is translated literally as “death from overwork.” During the late 1980s, “several high-ranking Japanese executives still in their prime years suddenly died without any previous sign of illness.” 26 As public concern increased, even the Japanese Ministry of Labour got involved, and it now publishes statistics on the number of karoshi deaths As Japanese multinational companies expand operations to China, Korea, and Taiwan, it’s feared that the karoshi culture may follow What Causes Stress? Stress can be caused by personal factors and by job-related factors called stressors Clearly, change of any kind—personal or job-related—has the potential to cause stress because it involves demands, constraints, or opportunities Organizations have no shortage of factors that can cause stress Pressures to avoid errors or complete tasks in EXHIBIT 8-4 Symptoms of Stress Physical Psychological Changes in metabolism, increased heart and breathing rates, raised blood pressure, headaches, and potential of heart attacks SYMPTOMS OF STRESS Job-related dissatisfaction, tension, anxiety, irritability, boredom, and procrastination Behavioral Changes in productivity, absenteeism, job turnover, changes in eating habits, increased smoking or consumption of alcohol, rapid speech, fidgeting, and sleep disorders Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn Tai lieu Luan van Luan an Do an CHAPTER | MANAGING CHANGE AND INNOVATION Chris Crisman/Redux Pictures a limited time period, changes in the way reports are filed, a demanding supervisor, and unpleasant coworkers are a few examples Let’s look at five categories of organizational stressors: task, role, and interpersonal demands; organization structure; and organizational leadership Task demands are factors related to an employee’s job They include the design of a person’s job (autonomy, task variety, degree of automation), working conditions, and the physical work layout Work quotas can put pressure on employees when their “outcomes” are perceived as excessive.27 The more interdependence between an employee’s tasks and the tasks of others, the more potential stress there is Autonomy, on the other hand, tends to lessen stress Jobs in which temperatures, noise, or other working conditions are dangerous or undesirable can increase anxiety So, too, can working in an overcrowded room or in a visible location where interruptions are constant Role demands relate to pressures placed on an employee as a function of the particular role he or she plays in the organization Role conflicts create expectations that may be hard to reconcile or satisfy Role overload is experienced when the employee is expected to more than time permits Role ambiguity is created when role expectations are not clearly understood and the employee is not sure what he or she is to Interpersonal demands are pressures created by other employees Lack of social support from colleagues and poor interpersonal relationships can cause considerable stress, especially among employees with a high social need Organization structure can increase stress Excessive rules and an employee’s lack of opportunity to participate in decisions that affect him or her are examples of structural variables that might be potential sources of stress Organizational leadership represents the supervisory style of the organization’s managers Some managers create a culture characterized by tension, fear, and anxiety They establish unrealistic pressures to perform in the short run, impose excessively tight controls, and routinely fire employees who don’t measure up This style of leadership filters down through the organization and affects all employees Personal factors that can create stress include family issues, personal economic problems, and inherent personality characteristics Because employees bring their personal problems to work with them, a full understanding of employee stress requires a manager to be understanding of these personal factors.28 Evidence also indicates that employees’ personalities have an effect on how susceptible they are to stress The most commonly used labels for these personality traits are Type A and Type B These top global executives of the JWT advertising agency have highly stressful jobs As senior corporate executives leading an agency with more than 200 offices in 90 countries, they have a career that ranks high on the list of the most stressful jobs Role and task demands make the jobs of senior executives stressful because as leaders they are expected to develop strategies and make decisions that keep their company profitable This complex task requires an extensive knowledge of business and an understanding of industry trends, technological developments, and competitors’ plans On average, business leaders work 11 hours a day and face daily pressure to make decisions that affect employees, shareholders, and other stakeholders stress role conflicts role ambiguity The adverse reaction people have to excessive pressure placed on them from extraordinary demands, constraints, or opportunities Work expectations that are hard to satisfy When role expectations are not clearly understood karoshi A Japanese term that refers to a sudden death caused by overworking role overload Having more work to accomplish than time permits stressors Factors that cause stress Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn 209 Tai lieu Luan van Luan an Do an 210 PAR T | ORGANIZING RIGHT WRONG OR One in five companies offers some form of stress management program.29 Although such programs are available, many employees may choose not to participate They may be reluctant to ask for help, especially if a major source of that stress is job insecurity After all, there’s still a stigma associated with stress Employees don’t want to be perceived as being unable to handle the demands of their job Although they may need stress management now more than ever, few employees want to admit that they’re stressed The Type A personality is characterized by chronic feelings of a sense of time urgency, an excessive competitive drive, and difficulty accepting and enjoying leisure time The opposite of Type A is the Type B personality Type Bs never suffer from time urgency or impatience Until quite recently, it was believed that Type As were more likely to experience stress on and off the job A closer analysis of the evidence, however, has produced new conclusions Studies show that only the hostility and anger associated with Type A behavior are actually associated with the negative effects of stress And Type Bs are just as susceptible to the same anxiety-producing elements For managers, what is important is to recognize that Type A employees are more likely to show symptoms of stress, even if organizational and personal stressors are low Think About: How Can Stress Be Reduced? • What can be done about this paradox? As mentioned earlier, not all stress is dysfunctional Even though stress can never be totally eliminated from a person’s life, managers want to reduce the stress that leads to dysfunctional work behavior How? Through controlling certain organizational factors to reduce job-related stress, and to a more limited extent, offering help for personal stress Things that managers can in terms of job-related factors begin with employee selection Managers need to make sure that an employee’s abilities match the job requirements When employees are in over their heads, their stress levels typically will be high A realistic job preview during the selection process can minimize stress by reducing ambiguity over job expectations Improved organizational communications will keep ambiguity-induced stress to a minimum Similarly, a performance planning program such as MBO will clarify job responsibilities, provide clear performance goals, and reduce ambiguity through feedback Job redesign is also a way to reduce stress If stress can be traced to boredom or to work overload, jobs should be redesigned to increase challenge or to reduce the workload Redesigns that increase opportunities for employees to participate in decisions and to gain social support also have been found to lessen stress.30 For instance, at U.K pharmaceutical maker GlaxoSmithKline, a team-resilience program in which employees can shift assignments depending on people’s workload and deadlines, has helped reduce work-related stress by 60 percent.31 No matter what you to eliminate organizational stressors, some employees will still be “stressed out.” And stress from an employee’s personal life raises two problems First, it’s difficult for the manager to control directly Second, there are ethical considerations Specifically, does the manager have the right to intrude—even in the most subtle ways—in an employee’s personal life? If a manager believes it’s ethical and the employee is receptive, there are a few approaches the manager can consider To help deal with these issues, many companies offer employee assistance and wellness programs.32 These employer-sponsored programs are designed to assist employees in areas where they might be having difficulties such as financial planning, legal matters, health, fitness, or stress.33 Contemporary employee assistance programs (EAPs) are extensions of programs that began in U.S companies in the 1940s.34 Companies such as DuPont, Standard Oil, and Kodak recognized that a number of their employees were experiencing problems with alcohol Formal programs were implemented on the company’s site to educate these workers about the dangers of alcohol and to help them overcome their addiction The rationale for these programs, which still holds today, is getting a productive employee back Madis Uudam/Shutterstock • Do organizations even have an ethical responsibility to help employees deal with stress? Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn Tai lieu Luan van Luan an Do an CHAPTER | MANAGING CHANGE AND INNOVATION 211 on the job as quickly as possible An organization also can benefit in terms of a return on investment It’s estimated that U.S companies spend almost $1 billion each year on EAP programs Studies suggest that most of these companies save up to $5 to $16 for every EAP dollar spent.35 That’s a significant return on investment! In addition to EAP, many organizations are implementing wellness programs A wellness program is designed to keep employees healthy.36 These programs vary and may focus on such things as smoking cessation, weight control, stress management, physical fitness, nutrition education, high-blood-pressure control, violence protection, work team problem intervention, and so on.37 Wellness programs are designed to help cut employer health costs and to lower absenteeism and turnover by preventing health-related problems.38 HOW CAN MANAGERS ENCOURAGE INNOVATION IN AN ORGANIZATION? Discuss “Innovation is the key to continued success.” “We innovate techniques for 39 today to secure the future.” These two quotes (the first by 8.4 stimulating Ajay Banga, the CEO of MasterCard, and the second by Sophie innovation Vandebroek, chief technology officer of Xerox Innovation Group) reflect how important innovation is to organizations Success in business today demands innovation In the dynamic, chaotic world of global competition, organizations must create new products and services and adopt state-of-the-art technology if they’re going to compete successfully.40 What companies come to mind when you think of successful innovators? Maybe Apple with all its cool work and entertainment gadgets Maybe Facebook for its 800 million-plus users Maybe Nissan for creating the Leaf, the first mass-market all-electric car Or even maybe Zynga (a company founded in 2007 and now worth over $500 million) for creating wildly popular games and dominating the social gaming market.41 What’s the secret to the success of these innovator champions? What can other managers to make their organizations more innovative? In the following pages, we’ll try to answer those questions as we discuss the factors behind innovation How Are Creativity and Innovation Related? Creativity refers to the ability to combine ideas in a unique way or to make unusual associ- ations between ideas.42 A creative organization develops unique ways of working or novel solutions to problems For instance, at Mattel, company officials introduced “Project Platypus,” a special group that brings people from all disciplines—engineering, marketing, design, and sales—and tries to get them to “think outside the box” in order to “understand the sociology and psychology behind children’s play patterns.” To help make this kind of thinking happen, team members embarked on such activities as imagination exercises, group crying, and stuffed-bunny throwing What does throwing stuffed bunnies have to with creativity? It’s part of a juggling lesson where team members tried to learn to juggle two balls and a stuffed bunny Most people can easily learn to juggle two balls but can’t let go of that third object Creativity, like juggling, is learning to let go—that is, to “throw the bunny.”43 But creativity by itself isn’t enough The outcomes of the creative process need to be turned into useful products or work methods, which is defined as innovation Thus, Type A personality employee assistance programs (EAPs) creativity People who have a chronic sense of urgency and an excessive competitive drive Programs offered by organizations to help employees overcome personal and health-related problems The ability to produce novel and useful ideas Type B personality People who are relaxed and easygoing and accept change easily wellness programs Programs offered by organizations to help employees prevent health problems Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn innovation The process of taking a creative idea and turning it into a useful product, service, or method of operation Tai lieu Luan van Luan an Do an 212 PAR T | ORGANIZING the innovative organization is characterized by its ability to channel creativity into useful outcomes When managers talk about changing an organization to make it more creative, they usually mean they want to stimulate and nurture innovation Michael Tercha/Newscom What’s Involved in Innovation? Groupon is an innovative organization that channeled creativity into a useful outcome Company founder and CEO Andrew Mason describes his Groupon.com innovation as a “hybrid of local advertising and local commerce.” An online group discount service targeted to local communities, Groupon has been called “the most exciting thing to happen to retail since eBay.” The service offers daily deals from local merchants through group coupons, giving businesses a new way to advertise their products and services and giving consumers the chance to try new things at a huge discount Shown here are employees of Groupon in Chicago, where the company was started in 2008 and has since expanded to cities throughout the world Some people believe that creativity is inborn; others believe that with training, anyone can be creative The latter group views creativity as a fourfold process consisting of perception, incubation, inspiration, and innovation.44 Perception involves the way you see things Being creative means seeing things from a unique perspective One person may see solutions to a problem that others cannot or will not see at all The movement from perception to reality, however, doesn’t occur instantaneously Instead, ideas go though a process of incubation Sometimes employees need to sit on their ideas, which doesn’t mean sitting and doing nothing Rather, during this incubation period, employees should collect massive amounts of data that are stored, retrieved, studied, reshaped, and finally molded into something new During this period, it’s common for years to pass Think for a moment about a time you struggled for an answer on a test Although you tried hard to jog your memory, nothing worked Then suddenly, like a flash of light, the answer popped into your head You found it! Inspiration in the creative process is similar Inspiration is the moment when all your efforts successfully come together Although inspiration leads to euphoria, the creative work isn’t complete It requires an innovative effort Innovation involves taking that inspiration and turning it into a useful product, service, or way of doing things Thomas Edison is often credited with saying that “Creativity is percent inspiration and 99 percent perspiration.” That 99 percent, or the innovation, involves testing, evaluating, and retesting what the inspiration found It’s usually at this stage that an individual involves others more in what he or she has been working on Such involvement is critical because even the greatest invention may be delayed, or lost, if an individual cannot effectively deal with others in communicating and achieving what the creative idea is supposed to How Can a Manager Foster Innovation? The systems model (inputs : transformation process : outputs) can help us understand how organizations become more innovative.45 If an organization wants innovative products and work methods (outputs), it has to take its inputs and transform them into those outputs Those inputs include creative people and groups within the organization But as we said earlier, having creative people isn’t enough The transformation process requires having the right environment to turn those inputs into innovative products or work methods This “right” environment—that is, an environment that stimulates innovation—includes three variables: the organization’s structure, culture, and human resource practices (See Exhibit 8–5.) HOW DO STRUCTURAL VARIABLES AFFECT INNOVATION? When Carol Bartz joined Yahoo! Inc as CEO, one of the first things she noticed was how the organization’s structure got in the way of innovation Employees didn’t know, when they wanted to try something different, whether they got to make the decision or somebody else did and what would happen if they went for it Bartz’s philosophy was that, “There’s a freedom when you organize around the idea that you’re clearly in charge and go for it.” Today, Yahoo!’s structure has been changed so that there are clearer lines of responsibility and the freedom to make mistakes.46 Research into the effect of structural variables on innovation shows five things.47 First, an organic-type structure positively influences innovation Because this structure is Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn Tai lieu Luan van Luan an Do an CHAPTER EXHIBIT 8-5 | MANAGING CHANGE AND INNOVATION Innovation Variables Structural Variables • Organic structures • Abundant resources • High interunit communication • Minimal time pressure • Work and nonwork support STIMULATE INNOVATION Human Resource Variables • High commitment to training and development • High job security • Creative people Cultural Variables • • • • • • • • Acceptance of ambiguity Tolerance of the impractical Low external controls Tolerance of risks Tolerance of conflict Focus on ends Open-system focus Positive feedback low in formalization, centralization, and work specialization, it facilitates the flexibility and sharing of ideas that are critical to innovation Second, the availability of plentiful resources provides a key building block for innovation With an abundance of resources, managers can afford to purchase innovations, can afford the cost of instituting innovations, and can absorb failures Third, frequent communication between organizational units helps break down barriers to innovation.48 Cross-functional teams, task forces, and other such organizational designs facilitate interaction across departmental lines and are widely used in innovative organizations Fourth, innovative organizations try to minimize extreme time pressures on creative activities despite the demands of white-waterrapids-type environments Although time pressures may spur people to work harder and may make them feel more creative, studies show that it actually causes them to be less creative.49 Finally, studies have shown that when an organization’s structure explicitly supports creativity, employees’ creative performance can be enhanced Beneficial kinds of support include encouragement, open communication, readiness to listen, and useful feedback.50 Innovative organizations tend to have similar cultures.51 They encourage experimentation; reward both successes and failures; and celebrate mistakes An innovative organization is likely to have the following characteristics HOW DOES AN ORGANIZATION’S CULTURE AFFECT INNOVATION?    Accepts ambiguity Too much emphasis on objectivity and specificity constrains creativity Tolerates the impractical Individuals who offer impractical, even foolish, answers to what-if questions are not stifled What at first seems impractical might lead to innovative solutions Keeps external controls minimal Rules, regulations, policies, and similar organizational controls are kept to a minimum Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn 213 Tai lieu Luan van Luan an Do an 214 PAR T | ORGANIZING Tolerates risk Employees are encouraged to experiment without fear of consequences should they fail Mistakes are treated as learning opportunities  Tolerates conflict Diversity of opinions is encouraged Harmony and agreement between individuals or units are not assumed to be evidence of high performance  Focuses on ends rather than means Goals are made clear, and individuals are encouraged to consider alternative routes toward meeting the goals Focusing on ends suggests that there might be several right answers to any given problem  Uses an open-system focus Managers closely monitor the environment and respond to changes as they occur For example, at Starbucks, product development depends on “inspiration field trips to view customers and trends.” When Michelle Gass (who’s now the president of Starbucks’ division, Seattle’s Best Coffee) was in charge of Starbucks marketing, she “took her team to Paris, Düsseldorf, and London to visit local Starbucks and other restaurants to get a better sense of local cultures, behaviors, and fashions.” She says, “You come back just full of different ideas and different ways to think about things than you would had you read about it in a magazine or e-mail.”52 Provides positive feedback Managers provide positive feedback, encouragement, and support so employees feel that their creative ideas receive attention For instance, at Research In Motion, Mike Lazaridis, president and co-CEO says, “I think we have a culture of innovation here, and [engineers] have absolute access to me I live a life that tries to promote innovation.”53 Jim Wilson/Redux Pictures  Giving employees a sense of creative ownership is key to the innovation process at Zynga, a social network game developer Shown here at company headquarters in San Francisco, Zynga’s co-founder and chief executive Mark Pincus established “Be CEO: Own outcomes” as a core value to guide employees in how they their jobs Another core value—“Build games you and your friends love to play”—is supported by Zynga’s organizational culture that gives employees the freedom to experiment, tolerates risk and conflict, and holds rules and regulations at a minimum By also providing positive feedback and encouragement, Zynga supports employees’ creative ideas that result in the development of popular games such as CityVille  In this category, we find that innovative organizations actively promote the training and development of their members so their knowledge remains current; offer their employees high job security to reduce the fear of getting fired for making mistakes; and encourage individuals to become idea champions, actively and enthusiastically supporting new ideas, building support, overcoming resistance, and ensuring that innovations are implemented Research finds that idea champions have common personality characteristics: extremely high self-confidence, persistence, energy, and a tendency toward risk taking They also display characteristics associated with dynamic leadership They inspire and energize others with their vision of the potential of an innovation and through their strong personal conviction in their mission They’re also good at gaining the commitment of others to support their mission In addition, idea champions have jobs that provide considerable decision-making discretion This autonomy helps them introduce and implement innovations in organizations.54 WHAT HUMAN RESOURCE VARIABLES AFFECT INNOVATION? idea champions Individuals who actively and enthusiastically support new ideas, build support for, overcome resistance to, and ensure that innovations are implemented Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn Tai lieu Luan van Luan an Do an Review CHAPTER SUMMARY 8.1 8.2 8.3 Define organizational change and compare and contrast views on the change process Organizational change is any alteration of an organization’s people, structure, or technology The “calm waters” metaphor of change suggests that change is an occasional disruption in the normal flow of events and can be planned and managed as it happens, using Lewin’s three-step change process (unfreezing, changing, and freezing) The “white-water rapids” view of change suggests that change is ongoing, and managing it is a continual process Explain how to manage resistance to change People resist change because of uncertainty, habit, concern about personal loss, and the belief that a change is not in the organization’s best interests Techniques for managing resistance to change include education and communication (educating employees about and communicating to them the need for the change), participation (allowing employees to participate in the change process), facilitation and support (giving employees the support they need to implement the change), negotiation (exchanging something of value to reduce resistance), manipulation and co-optation (using negative actions to influence), selecting people who are open to and accept change, and coercion (using direct threats or force) Describe what managers need to know about employee stress Stress is the adverse reaction people have to excessive pressure placed on them from extraordinary demands, constraints, or opportunities MyManagementLab The symptoms of stress can be physical, psychological, or behavioral Stress can be caused by personal factors and by job-related factors To help employees deal with stress, managers can address job-related factors by making sure an employee’s abilities match the job requirements, improving organizational communications, using a performance planning program, or redesigning jobs Addressing personal stress factors is trickier, but managers could offer employee counseling, time management programs, and wellness programs 8.4 Discuss techniques for stimulating innovation Creativity is the ability to combine ideas in a unique way or to make unusual associations between ideas Innovation is turning the outcomes of the creative process into useful products or work methods An innovative environment encompasses structural, cultural, and human resource variables Important structural variables include an organic-type structure, abundant resources, frequent communication between organizational units, minimal time pressure, and support Important cultural variables include accepting ambiguity, tolerating the impractical, keeping external controls minimal, tolerating risk, tolerating conflict, focusing on ends not means, using an open-system focus, and providing positive feedback Important human resource variables include high commitment to training and development, high job security, and encouraging individuals to be idea champions For more resources, please visit www.mymanagementlab.com UNDERSTANDING THE CHAPTER Why is managing change an integral part of every manager’s job? Contrast the calm waters and white-water rapids metaphors of change Which of these would you use to describe your current life? Why is that one your choice? Describe Lewin’s three-step change process How is it different from the change process needed in the white-water rapids metaphor of change? How are opportunities, constraints, and demands related to stress? Give an example of each 215 Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn Tai lieu Luan van Luan an Do an 216 PAR T | ORGANIZING Organizations typically have limits to how much change they can absorb As a manager, what signs would you look for that might suggest your organization has exceeded its capacity to change? Why is organization development planned change? Explain how planned change is important for organizations in today’s dynamic environment How creativity and innovation differ? Give an example of each Research information on how to be a more creative person Write down suggestions in a bulleted list format and be prepared to present your information in class How does an innovative culture make an organization more effective? Do you think an innovative culture could ever make an organization less effective? Why or why not? 10 When you find yourself experiencing dysfunctional stress, write down what’s causing the stress, what stress symptoms you’re exhibiting, and how you’re dealing with the stress Keep this information in a journal and evaluate how well your stress reducers are working and how you could handle stress better Your goal is to get to a point where you recognize that you’re stressed and can take positive actions to deal with the stress Go to p 426 TO YOUR TURN BE A MANAGER Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn for Chapter Tai lieu Luan van Luan an Do an CHAPTER | MANAGING CHANGE AND INNOVATION 217 Endnotes K Dunn, “Employee Turnover and Suicide: It Turns Out the Response to Either Is the Same,” HR Capitalist Online, May 9, 2011; S Mahoney, “Stress Less, Accomplish More,” Good Housekeeping, May 2010, p 57; A Chrisafis, “France Telecom Worker Kills Himself in Office Car Park,” www.guardian.co.uk (April 27, 2011); Reuters, “France Telecom to Probe Employee Suicide by Fire,” www.trust.org (April 27, 2011); A R Carey and P Trap, “Aspect of the Job That Workers Find the Most Stressful,” USA Today, April 20, 2011, p 1A; “Survey,” Shape, April 2011, p 48; M V Rafter, “The Yawning of New Era,” Workforce Management Online, December 2010; C Hausman, “Millions of U.K Workers Lie to Bosses About Stress-Induced Days,” Global Ethics Online, November 8, 2010; E Holbrook, “Beneath the Bell Jar: Companies Confront a Rise in Workplace Suicides,” Risk Management, November 2010, pp 6–8; “Survey: 30 Percent of Managers Under More Stress,” Workforce Management Online, September 22, 2010; M Colchester, “France Télécom Faces Inquiry Over Suicides,” New York Times Online, April 12, 2010; M Saltmarsh, “France Télécom Suicides Prompt an Investigation,” New York Times Online, April 9, 2010; E Frauenheim, “Suicides Spur Management Shake-Up at France Télécom,” Workforce Management, March 2010, pp 6–8; C Stievenard, “France’s Approach to Workplace ‘Bullying,’” Workforce Management Online, www.workforce com (March 2010); R Bender and M Colchester, “Morale Is Priority for France Télécom,” Wall Street Journal, February 4, 2010, p B2; The Associated Press, “Executive Quits After Suicides at France Télécom,” New York Times Online, October 6, 2009; and D Jolly and M Saltmarsh, “Suicides in France Put Focus on Workplace,” New York Times Online, September 30, 2009 A Weintraub and M Tirrell, “Eli Lilly’s Drug Assembly Line,” Bloomberg BusinessWeek, March 8, 2010, pp 56–57 J Katz, “Campbell Soup Cooking Up a New Recipe?” Industry Week, January 2011, p 51 K Grzbowska, “The Social Aspect of Introducing Changes into the Organization,” International Journals of Human Resources Development and Management, February 2, 2007, p 67; and I M Jawahar and G L McLaughlin, “Toward a Descriptive Stakeholder Theory: An Organizational Life Cycle Approach,” Academy of Management Review, July 2001, pp 397–415 E Shannon, “Agent of Change,” Time, March 4, 2002, p 17; B Kenney, “SLA Head Shaffer Resigns Abruptly: Did ‘Change Agent’ Move Too Fast in Aggressive Restructuring?” Library Journal, March 15, 2002, pp 17–19; and T Mudd, “Rescue Mission,” Industry Week, May 1, 2000, pp 30–37 The idea for these metaphors came from P Vaill, Managing as a Performing Art: New Ideas for a World of Chaotic Change (San Francisco: Jossey Bass, 1989) K Lewin, Field Theory in Social Science (New York: Harper & Row, 1951) R E Levasseur, “People Skills: Change Management Tools— Lewin’s Change Model,” Interfaces, August 2001, pp 71–74 D Lieberman, “Nielsen Media Has Cool Head at the Top,” USA Today, March 27, 2006, p 3B 10 From the Past to the Present box based on D A Wren and A G Bedeian, The Evolution of Management Thought, 6th ed (Hoboken, NJ: John Wiley & Sons, Inc., 2009); “Biography and 11 12 13 14 15 16 17 18 19 20 Quotes of Kurt Lewin,” About.com, psychology.about.com (July 15, 2009); and K T Lewin, “The Dynamics of Group Action,” Educational Leadership, January 1944, pp 195–200 L S Lüscher and M W Lewis, “Organizational Change and Managerial Sensemaking: Working Through Paradox,” Academy of Management Journal (April 2008), pp 221–240; F Buckley and K Monks, “Responding to Managers’ Learning Needs in an Edge-of-Chaos Environment: Insights from Ireland,” Journal of Management (April 2008), pp 146–163; and G Hamel, “Take It Higher,” Fortune, February 5, 2001, pp 169–170 L Freifeld, “Paddle to Collaborate,” Training (November– December 2010), p S Hicks, “What Is Organization Development?” Training and Development (August 2000), p 65; and H Hornstein, “Organizational Development and Change Management: Don’t Throw the Baby Out with the Bath Water,” Journal of Applied Behavioral Science (June 2001), pp 223–227 J Wolfram and S Minahan, “A New Metaphor for Organization Development,” Journal of Applied Behavioral Science (June 2006), pp 227–243 See, for instance, H B Jones, “Magic, Meaning, and Leadership: Weber’s Model and the Empirical Literature.” Human Relations, June 2001, p 753 G Akin and I Palmer, “Putting Metaphors to Work for a Change in Organizations,” Organizational Dynamics, Winter 2000, pp 67–79 J Grieves, “Skills, Values or Impression Management: Organizational Change and the Social Processes of Leadership, Change Agent Practice, and Process Consultation,” Journal of Management Development (May 2000), p 407 M McMaster, “Team Building Tips,” Sales & Marketing Management, January 2002, p 140; and “How To: Executive Team Building,” Training and Development (January 2002), p 16 S Shinn, “Stairway to Reinvention,” BizEd, January–February 2010, p 6; M Scott, “A Stairway to Marketing Heaven,” BusinessWeek, November 2, 2009, p 17; and The Fun Theory, http://thefuntheory.com (November 10, 2009) See, for example, J Robison and D Jones, “Overcoming the Fear of Change,” Gallup Management Journal Online, January 7, 2011; J D Ford, L W Ford, and A D’Amelio, “Resistance to Change: The Rest of the Story,” Academy of Management Review, April 2008, pp 362–377; A Deutschman, “Making Change: Why Is It So Hard to Change Our Ways?” Fast Company, May 2005, pp 52–62; S B Silverman, C E Pogson, and A B Cober, “When Employees at Work Don’t Get It: A Model for Enhancing Individual Employee Change in Response to Performance Feedback,” Academy of Management Executive, May 2005, pp 135–147; C E Cunningham, C A Woodward, H S Shannon, J MacIntosh, B Lendrum, D Rosenbloom, and J Brown, “Readiness for Organizational Change: A Longitudinal Study of Workplace, Psychological and Behavioral Correlates,” Journal of Occupational and Organizational Psychology (December 2002), pp 377–392; M A Korsgaard, H J Sapienza, and D M Schweiger, “Beaten Before Begun: The Role of Procedural Justice in Planning Change,” Journal of Management 28, no (2002), pp 497–516; R Kegan and L L Lahey, “The Real Reason People Won’t Change,” Harvard Business Review, November Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn Tai lieu Luan van Luan an Do an 218 21 22 23 24 25 26 27 28 29 30 PAR T | ORGANIZING 2001, pp 85–92; S K Piderit, “Rethinking Resistance and Recognizing Ambivalence: A Multidimensional View of Attitudes Toward an Organizational Change,” Academy of Management Review, October 2000, pp 783–794; C R Wanberg and J T Banas, “Predictors and Outcomes of Openness to Changes in a Reorganizing Workplace,” Journal of Applied Psychology (February 2000), pp 132–142; A A Armenakis and A G Bedeian, “Organizational Change: A Review of Theory and Research in the 1990s,” Journal of Management 25, no (1999), pp 293–315; and B M Staw, “Counterforces to Change,” in P.S Goodman and Associates (eds.), Change in Organizations (San Francisco: Jossey-Bass, 1982), pp 87–121 A Reichers, J P Wanous, and J T Austin, “Understanding and Managing Cynicism about Organizational Change,” Academy of Management Executive, February 1997, pp 48–57; P Strebel, “Why Do Employees Resist Change?” Harvard Business Review, May–June 1996, pp 86–92; and J P Kotter and L.A Schlesinger, “Choosing Strategies for Change,” Harvard Business Review, March–April 1979, pp 107–109 And the Survey Says box based on based on S Schomer, “Under Pressure,” Fast Company, April 2010, p 112; “Organizational Change: Facebook Poll,” Harvard Business Review, March 2010, p 16; J Yang and S Ward, “I’d Rather Give Up,” USA Today, March 4, 2010, p 1B; M Weinstein, “Missing Something,” Training (January 2010), p 6; J MacIntyre, “Hard At Work,” Springfield Business Journal, November 30–December 6, 2009, p 16; J MacIntyre, “Accidental Innovation,” Springfield Business Journal, September 28–October 4, 2009, p 22; and M Healy and S Ward, “Workplace Worries,” USA Today, August 28, 2008, p 1D D Heath and C Heath, “Passion Provokes Action,” Fast Company, February 2011, pp 28–30 Adapted from the UK National Work-Stress Network, www.workstress.net R S Schuler, “Definition and Conceptualization of Stress in Organizations,” Organizational Behavior and Human Performance, April 1980, p 191 A Kanai, “Karoshi (Work to Death) in Japan,” Journal of Business Ethics (January 2009) Supplement 2, pp 209–216; The Associated Press, “Overwork Cited in Death of Japanese Worker,” New York Times Online, July 10, 2008; “Jobs for Life,” Economist, www.economist.com (December 19, 2007); and B L de Mente, “Karoshi: Death from Overwork,” Asia Pacific Management Forum, www.apmforum.com (May 2002) See, for example, “Stressed Out: Extreme Job Stress: Survivors’ Tales,” Wall Street Journal January 17, 2001, p B1 See, for instance, S Bates, “Expert: Don’t Overlook Employee Burnout,” HR Magazine, August 2003, p 14 Right or Wrong? box based on D Cole, “The Big Chill,” US News & World Report, December 6, 2004, pp EE2–EE5 H Benson, “Are You Working Too Hard?” Harvard Business Review, November 2005, pp 53–58; B Cryer, R McCraty, and D Childre, “Pull the Plug on Stress,” Harvard Business Review, July 2003, pp 102–107; C Daniels, “The Last Taboo”; C L Cooper and S Cartwright, “Healthy Mind, Healthy Organization—A Proactive Approach to Occupational Stress,” Human Relations, April 1994, pp 455–471; C A Heaney et al., “Industrial Relations, Worksite Stress Reduction and Employee Well-Being: A Participatory Action Research Investigation,” Journal of Organizational Behavior (September 1993), 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 pp 495–510; C D Fisher, “Boredom at Work: A Neglected Concept,” Human Relations, March 1993, pp 395–417; and S E Jackson, “Participation in Decision Making as a Strategy for Reducing Job-Related Strain,” Journal of Applied Psychology (February 1983), pp 3–19 C Mamberto, “Companies Aim to Combat Job-Related Stress,” Wall Street Journal, August 13, 2007, p B6 T Barton, “Brave Face,” Employee Benefits, January 2011, p 41; and “Employee Assistance Programs,” HR Magazine, May 2003, p 143 S Barrett, “Employee Assistance Programs,” Employee Benefits, January 2011, pp 49–52; “EAPs with the Most,” Managing Benefits Plans, March 2003, p 8; and K Tyler, “Helping Employees Cope with Grief,” HR Magazine, September 2003, pp 55–58 N Faba, “The EAP Problem,” Benefits Canada, March 2011, p 7; D A Masi, “Redefining the EAP Field,” Journal of Workplace Behavioral Health (January–March 2011), pp 1–9; R M Weiss, “Brinksmanship Redux: Employee Assistance Programs’ Precursors and Prospects,” Employee Responsibilities & Rights Journal (December 2010), pp 325–343; and F Hansen, “Employee Assistance Programs (EAPs) Grow and Expand Their Reach,” Compensation and Benefits Review, March–April 2000, p 13 F Phillips, “Employee Assistance Programs: A New Way to Control Health Care Costs,” Employee Benefit Plan Review, August 2003, pp 22–24 K Lee, “EAP Diversity Detracts from Original Focus, Some Say,” Employee Benefits News, July 1, 2003, p See, for instance, P Petesch, “Workplace Fitness or Workplace Fits?” HR Magazine, July 2001, pp 137–140 C Petersen, “Value of Complementary Care Rises, But Poses Challenges,” Managed HealthCare, November 2000, pp 47–48 A Saha-Bubna and M Jarzemsky, “MasterCard President Is Named CEO,” Wall Street Journal April 13, 2010, p C3; and S Vandebook, “Quotable,” IndustryWeek, April 2010, p 18 R M Kanter, “Think Outside the Building,” Harvard Business Review, March 2010, p 34; T Brown, “Change By Design,” BusinessWeek, October 5, 2009, pp 54–56; J E Perry-Smith and C E Shalley, “The Social Side of Creativity: A Static and Dynamic Social Network Perspective,” Academy of Management Review, January 2003, pp 89–106; and P K Jagersma, “Innovate or Die: It’s Not Easy, But It Is Possible to Enhance Your Organization’s Ability to Innovate,” Journal of Business Strategy (January–February 2003), pp 25–28 Fast Company staff, “The World’s 50 Most Innovative Companies,” Fast Company, March 2011, pp 66+; and G Colvin, “The World’s Most Admired Companies,” Fortune, March 21, 2011, pp 109+ These definitions are based on T M Amabile, Creativity in Context (Boulder, CO: Westview Press, 1996) C Salter, “Mattel Learns to ‘Throw the Bunny,’” Fast Company, November 2002, p 22; and L Bannon, “Think Tank in Toyland,” Wall Street Journal, June 6, 2002, pp B1, B3 C Vogel and J Cagan, Creating Breakthrough Products: Innovation from Product Planning to Program Approval (Upper Saddle River, NJ: Prentice Hall, 2002) R W Woodman, J E Sawyer, and R W Griffin, “Toward a Theory of Organizational Creativity,” Academy of Management Review, April 1993, pp 293–321 K Swisher, “A Question of Management,” Wall Street Journal June 2, 2009, p R4 Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn Tai lieu Luan van Luan an Do an Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn