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Robbins9 ppt13
1.
ninth edition STEPHEN P.
ROBBINS Chapter 13 © 2007 Prentice Hall, Inc. All rights reserved. MARY COULTER Managing Change and Innovation PowerPoint Presentation by Charlie Cook The University of West Alabama
2.
LEARNING OUTLINE Follow this
Learning Outline as you read and study this chapter. Forces for Change: Two Views of the Change Process • Discuss the external and internal forces for change. • Contrast the calm waters and white-water rapids metaphors of change. • Explain Lewin’s three-step model of the change process. Managing Organizational Change • Define organizational change. • Contrast internal and external change agents. • Explain how managers might change structure, technology, and people. © 2007 Prentice Hall, Inc. All rights reserved. 13–2
3.
L E A
R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. Managing Change • Explain why people resist change and how resistance might be managed. Contemporary Issues in Managing Change • Explain why changing organizational culture is so difficult and how managers can do it. • Describe employee stress and how managers can help employees deal with stress. • Discuss what it takes to make change happen successfully. © 2007 Prentice Hall, Inc. All rights reserved. 13–3
4.
L E A
R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. Stimulating Innovation • Explain why innovation isn’t just creativity. • Explain the systems view of innovation. • Describe the structural, cultural, and human resource variables that are necessary for innovation. • Explain what idea champions are and why they’re important to innovation. © 2007 Prentice Hall, Inc. All rights reserved. 13–4
5.
What Is Change? •
Organizational Change Any alterations in the people, structure, or technology of an organization • Characteristics of Change Is constant yet varies in degree and direction Produces uncertainty yet is not completely unpredictable Creates both threats and opportunities • Managing change is an integral part of every manager’s job. © 2007 Prentice Hall, Inc. All rights reserved. 13–5
6.
Forces for Change •
External Forces Marketplace • Internal Forces Governmental laws and regulations Changes in organizational strategy Technology Workforce changes Labor market New equipment Economic changes Employee attitudes © 2007 Prentice Hall, Inc. All rights reserved. 13–6
7.
Change Process Viewpoints •
The Calm Waters Metaphor Lewin’s description of the change process as a break in the organization’s equilibrium state Unfreezing the status quo Changing to a new state Refreezing to make the change permanent • White-Water Rapids Metaphor The lack of environmental stability and predictability requires that managers and organizations continually adapt (manage change actively) to survive. © 2007 Prentice Hall, Inc. All rights reserved. 13–7
8.
Exhibit 13–1 The Change
Process © 2007 Prentice Hall, Inc. All rights reserved. 13–8
9.
Change Agents • Change
Agents Persons who act as catalysts and assume the responsibility for managing the change process. • Types of Change Agents Managers: internal entrepreneurs Nonmanagers: change specialists Outside consultants: change implementation experts © 2007 Prentice Hall, Inc. All rights reserved. 13–9
10.
Exhibit 13–2 Three Categories
of Change © 2007 Prentice Hall, Inc. All rights reserved. 13–10
11.
Types of Change •
Structural Changing an organization’s structural components or its structural design • Technological Adopting new equipment, tools, or operating methods that displace old skills and require new ones Automation: replacing certain tasks done by people with machines Computerization © 2007 Prentice Hall, Inc. All rights reserved. • People Changing attitudes, expectations, perceptions, and behaviors of the workforce • Organizational development (OD) Techniques or programs to change people and the nature and quality of interpersonal work relationships. 13–11
12.
Organizational Development • Organizational
Development (OD) Techniques or programs to change people and the nature and quality of interpersonal work relationships. • Global OD OD techniques that work for U.S. organizations may be inappropriate in other countries and cultures. © 2007 Prentice Hall, Inc. All rights reserved. 13–12
13.
Exhibit 13–3 Organizational Development
Techniques © 2007 Prentice Hall, Inc. All rights reserved. 13–13
14.
Managing Resistance to
Change • Why People Resist Change? The ambiguity and uncertainty that change introduces The comfort of old habits A concern over personal loss of status, money, authority, friendships, and personal convenience The perception that change is incompatible with the goals and interest of the organization © 2007 Prentice Hall, Inc. All rights reserved. 13–14
15.
Exhibit 13–4 Managerial Actions
to Reduce Resistance to Change • Education and communication • Participation • Facilitation and support • Negotiation • Manipulation and co-optation • Selecting people who accept change • Coercion © 2007 Prentice Hall, Inc. All rights reserved. 13–15
16.
Issues in Managing
Change (cont’d) • Changing Organizational Cultures Cultures are naturally resistant to change. Conditions that facilitate cultural change: The occurrence of a dramatic crisis Leadership changing hands A young, flexible, and small organization A weak organizational culture © 2007 Prentice Hall, Inc. All rights reserved. 13–16
17.
Exhibit 13–5 Strategies for
Managing Cultural Change • Set the tone through management behavior; top managers, particularly, need to be positive role models. • Create new stories, symbols, and rituals to replace those currently in use. • Select, promote, and support employees who adopt the new values. • Redesign socialization processes to align with the new values. • To encourage acceptance of the new values, change the reward system. • Replace unwritten norms with clearly specified expectations. • Shake up current subcultures through job transfers, job rotation, and/or terminations. • Work to get consensus through employee participation and creating a climate with a high level of trust. © 2007 Prentice Hall, Inc. All rights reserved. 13–17
18.
Issues in Managing
Change (cont’d) • Handling Employee Stress Stress The adverse reaction people have to excessive pressure placed on them from extraordinary demands, constraints, or opportunities. Functional Stress – Stress that has a positive effect on performance. How Potential Stress Becomes Actual Stress When there is uncertainty over the outcome. When the outcome is important. © 2007 Prentice Hall, Inc. All rights reserved. 13–18
19.
Exhibit 13–6 Causes of
Stress © 2007 Prentice Hall, Inc. All rights reserved. 13–19
20.
Exhibit 13–7 Symptoms of
Stress © 2007 Prentice Hall, Inc. All rights reserved. 13–20
21.
Issues in Managing
Change (cont’d) • Reducing Stress Engage in proper employee selection Match employees’ KSA’s to jobs’ Tasks, Duties, and Responsibilities (TDR’s) Use realistic job interviews for reduce ambiguity Improve organizational communications Develop a performance planning program Use job redesign Provide a counseling program Offer time planning management assistance Sponsor wellness programs © 2007 Prentice Hall, Inc. All rights reserved. 13–21
22.
Issues in Managing
Change (cont’d) • Making Change Happen Successfully Embrace change—become a change-capable organization. Create a simple, compelling message explaining why change is necessary. Communicate constantly and honestly. Foster as much employee participation as possible— get all employees committed. Encourage employees to be flexible. Remove those who resist and cannot be changed. © 2007 Prentice Hall, Inc. All rights reserved. 13–22
23.
Exhibit 13–8 Characteristics of
Change-Capable Organizations • Link the present and the future. • Make learning a way of life. • Actively support and encourage day-to-day improvements and changes. © 2007 Prentice Hall, Inc. All rights reserved. • Ensure diverse teams. • Encourage mavericks. • Shelter breakthroughs • Integrate technology. • Build and deepen trust. 13–23
24.
Stimulating Innovation • Creativity
The ability to combine ideas in a unique way or to make an unusual association. • Innovation Turning the outcomes of the creative process into useful products, services, or work methods. • Idea Champion Dynamic self-confident leaders who actively and enthusiastically inspire support for new ideas, build support, overcome resistance, and ensure that innovations are implemented. © 2007 Prentice Hall, Inc. All rights reserved. 13–24
25.
Exhibit 13–9 Innovative Companies
Around the World Data: Boston Consulting Group * We broke ties by comparing 10-year annualized total shareholder returns. In ties between a public and a private company, the public company was favored. © 2007 Prentice Hall, Inc. All rights reserved. Source: “A Global Pulse of Innovation,” BusinessWeek, April 24, 2006, p. 74. 13–25
26.
Exhibit 13–10 Systems
View of Innovation Source: Adapted from R.W. ©Organizational Creativity,” Woodman,ofJ.E. Sawyer, and rights1993, p. 309.Theory 2007 Prentice Hall,Management Review, Griffin, “Toward a Inc. All R.W. April of Academy reserved. 13–26
27.
Exhibit 13–11 Innovation Variables © 2007
Prentice Hall, Inc. All rights reserved. 13–27
28.
Creating the “Right”
Environment for Innovation • Structural Variables Adopt an organic structure Make available plentiful resources Engage in frequent interunit communication Minimize extreme time pressures on creative activities Provide explicit support for creativity © 2007 Prentice Hall, Inc. All rights reserved. 13–28
29.
Creating the “Right”
Environment for Innovation (cont’d) • Cultural Variables Accept ambiguity Tolerate the impractical Have low external controls Tolerate risk taking Tolerate conflict Focus on ends rather than means Develop an open-system focus Provide positive feedback © 2007 Prentice Hall, Inc. All rights reserved. 13–29
30.
Creating the “Right”
Environment for Innovation (cont’d) • Human Resource Variables Actively promote training and development to keep employees’ skills current. Offer high job security to encourage risk taking. Encourage individual to be “champions” of change. © 2007 Prentice Hall, Inc. All rights reserved. 13–30
31.
Terms to Know • • • • • • • organizational
change change agent organizational development (OD) stress creativity innovation idea champion © 2007 Prentice Hall, Inc. All rights reserved. 13–31
Notes de l'éditeur
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