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Managing Change and Innovation

Managing Change and Innovation. 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.

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Managing Change and Innovation

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  1. Managing Change and Innovation Chapter 7

  2. 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 Chapter 7

  3. 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 Chapter 7

  4. Categories of Change People Structure Technology Chapter 7

  5. External Forces of Change Competition Government Programs Economic Conditions Technology Chapter 7

  6. Internal Forces of Change Internal Operations Impact of External Events Chapter 7

  7. Agents of Change Staff Specialists Managers Outside Consultants Chapter 7

  8. Changing Refreezing Unfreezing The “Calm Waters” Metaphor Lewin’s Three-Step Process Chapter 7

  9. Lack of Stability Lack of Predictability White-Water Rapids Virtual Chaos Constant Change Chapter 7

  10. Resistance to Change Uncertainty and Ambiguity Fear of Personal Loss Lack of Faith in Change Chapter 7

  11. Techniques for Reducing Resistance Education and Communication Participation Negotiation Facilitation and Support Manipulation and Cooptation Coercion Chapter 7

  12. Techniques for Managing Change Authority Coordination Centralization Processes Methods Equipment Attitudes Expectations Behavior Structure Technology People Chapter 7

  13. Organizational Development Techniques • Intergroup development • Process consultation • Survey feedback • Team building Chapter 7

  14. Constraints Demands What Is Stress? Uncertainty Importance Chapter 7

  15. Task Demands Role Demands Organizational Stress Factors Interpersonal Demands Structural Dimensions Leadership Techniques Chapter 7

  16. Personal Stress Factors Family Personality Economic Chapter 7

  17. Physiological Stress Three General Symptoms Psychological Behavioral Chapter 7

  18. Stress Management • Selection and placement • Job redesign • Participation • Wellness programs • Employee assistance Chapter 7

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

  20. The Creative Process Perception Incubation Inspiration Innovation Chapter 7

  21. Structural Variables Sources of Innovation Organizational Culture Human Resources Chapter 7

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