Chapter 13 Managing Change and Innovation Robbins et

Chapter 13 Managing Change and Innovation Robbins et al. , Fundamentals of Management, 4 th Canadian Edition © 2005 Pearson Education Canada, Inc. 1

What is Change? n n n Alterations in people Alterations in structure Alterations in technology Robbins et al. , Fundamentals of Management, 4 th Canadian Edition © 2005 Pearson Education Canada, Inc. 2

Categories of Change (Exhibit 13 -1) STRUCTURE Authority relationships Coordinating mechanisms Job redesign Spans of control TECHNOLOGY PEOPLE Work processes Work methods Equipment Attitudes Expectations Perceptions Behaviour Robbins et al. , Fundamentals of Management, 4 th Canadian Edition © 2005 Pearson Education Canada, Inc. 3

External Forces of Change n n Marketplace Government laws and regulations Technology Economic Robbins et al. , Fundamentals of Management, 4 th Canadian Edition © 2005 Pearson Education Canada, Inc. 4

Internal Forces of Change n n Corporate strategy The workforce Technology and equipment Employee attitudes Robbins et al. , Fundamentals of Management, 4 th Canadian Edition © 2005 Pearson Education Canada, Inc. 5

Lewin’s Three-Step Process Unfreezing Changing Refreezing The “Calm Waters” Metaphor Robbins et al. , Fundamentals of Management, 4 th Canadian Edition © 2005 Pearson Education Canada, Inc. 6

Lack of Stability Lack of Predictability The “White. Water Rapids” Metaphor Virtual Chaos Robbins et al. , Fundamentals of Management, 4 th Canadian Edition © 2005 Pearson Education Canada, Inc. Constant Change 7

Entrepreneurs and Change n n n Context facing entrepreneurs is dynamic change Opportunities and problems Entrepreneur acts as catalyst Robbins et al. , Fundamentals of Management, 4 th Canadian Edition © 2005 Pearson Education Canada, Inc. 8

Resistance to Change Fear of unknown Fear of losing something of value Individual Resistance Belief that change Is not good for organization Robbins et al. , Fundamentals of Management, 4 th Canadian Edition © 2005 Pearson Education Canada, Inc. 9

Reducing Resistance to Change n n n Education and communication Participation Facilitation and support Negotiation Manipulation and co-optation Coercion Robbins et al. , Fundamentals of Management, 4 th Canadian Edition © 2005 Pearson Education Canada, Inc. 10

Organization Development Planned, long-term, organizationwide change initiative that focuses on values and beliefs Robbins et al. , Fundamentals of Management, 4 th Canadian Edition © 2005 Pearson Education Canada, Inc. 11

Stressors Personality Family Finances STRESS Robbins et al. , Fundamentals of Management, 4 th Canadian Edition © 2005 Pearson Education Canada, Inc. Organizational Task demands Role demands Interpersonal Structure Leadership 12

Ways to Reduce Stress n n Proper match of employees to job Clear expectations Employee assistance programs Wellness programs Robbins et al. , Fundamentals of Management, 4 th Canadian Edition © 2005 Pearson Education Canada, Inc. 13

What Is Creativity? Combining new ideas in unique ways or making unusual connections Process of taking creative What Is Innovation? idea and making into a useful product, service, or method of operation Robbins et al. , Fundamentals of Management, 4 th Canadian Edition © 2005 Pearson Education Canada, Inc. 14

Risk Conflict Ambiguity Impractical Characteristics of an Innovative Culture External Controls Robbins et al. , Fundamentals of Management, 4 th Canadian Edition © 2005 Pearson Education Canada, Inc. Ends/Means Open Systems 15

Entrepreneurs and Innovation n Key characteristic Supportive culture Need to be able to do something with ideas Robbins et al. , Fundamentals of Management, 4 th Canadian Edition © 2005 Pearson Education Canada, Inc. 16