Managing Change and Innovation Prentice Hall 2001 Chapter

Managing Change and Innovation ©Prentice Hall, 2001 Chapter 7 1

Learning Outcomes • Describe the change variables a manager can control • Study internal and external forces of change • Analyze managers as change agents • Contrast the “calm waters” and “white water rapids” metaphors for change • Explain why people resist change ©Prentice Hall, 2001 Chapter 7 2

Learning Outcomes • Learn how to reduce resistance to change • Define organization development and learn four OD techniques • Review the causes and symptoms of stress • Compare creativity and innovation • Learn how organizations can stimulate innovation ©Prentice Hall, 2001 Chapter 7 3

Categories of Change People Structure Technology ©Prentice Hall, 2001 Chapter 7 4

External Forces of Change Competition Government Programs Economic Conditions Technology ©Prentice Hall, 2001 Chapter 7 5

Internal Operations Internal Forces of Change ©Prentice Hall, 2001 Impact of External Events Chapter 7 6

Agents of Change Staff Specialists Managers Outside Consultants ©Prentice Hall, 2001 Chapter 7 7

Lewin’s Three-Step Process Unfreezing Changing Refreezing The “Calm Waters” Metaphor ©Prentice Hall, 2001 Chapter 7 8

Lack of Stability Lack of Predictability White-Water Rapids Virtual Chaos ©Prentice Hall, 2001 Constant Change Chapter 7 9

Resistance to Change Uncertainty and Ambiguity Fear of Personal Loss Lack of Faith in Change ©Prentice Hall, 2001 Chapter 7 10

Techniques for Reducing Resistance Education and Communication Participation Negotiation Facilitation and Support Manipulation and Cooptation Coercion ©Prentice Hall, 2001 Chapter 7 11

Techniques for Managing Change Structure Technology People Authority Processes Attitudes Coordination Methods Expectations Centralization Equipment ©Prentice Hall, 2001 Chapter 7 Behavior 12

Organizational Development Techniques • Intergroup development • Process consultation • Survey feedback • Team building ©Prentice Hall, 2001 Chapter 7 13

Constraints Demands What Is Stress? Uncertainty ©Prentice Hall, 2001 Importance Chapter 7 14

Task Demands Role Demands Interpersonal Demands Organizational Stress Factors Structural Dimensions Leadership Techniques ©Prentice Hall, 2001 Chapter 7 15

Personal Stress Factors Family ©Prentice Hall, 2001 Personality Economic Chapter 7 16

Stress Physiological Psychological Behavioral Three General Symptoms ©Prentice Hall, 2001 Chapter 7 17

Stress Management • Selection and placement • Job redesign • Participation • Wellness programs • Employee assistance ©Prentice Hall, 2001 Chapter 7 18

What Is Creativity? • Combining new ideas in unique ways or associating ideas in unusual ways What Is Innovation? • Turning creative ideas into useful products, services, or methods of operation ©Prentice Hall, 2001 Chapter 7 19

The Creative Process Perception Incubation Inspiration Innovation ©Prentice Hall, 2001 Chapter 7 20

Structural Variables Sources of Innovation Organizational Culture Human Resources ©Prentice Hall, 2001 Chapter 7 21