Chapter 8

Report
8
Chapter
Managing
Change and
Innovation
Copyright ©2012 Pearson Education, Inc.
Publishing as Prentice Hall
8-1
Learning Outcomes
After studying this chapter, you will be able to:
• Define organizational change and compare
and contrast views on the change process.
• Explain how to manage resistance to
change.
• Describe what managers need to know
about employee stress.
• Discuss techniques for stimulating
innovation.
Copyright ©2012 Pearson Education, Inc.
Publishing as Prentice Hall
8-2
Copyright ©2012 Pearson Education, Inc.
Publishing as Prentice Hall
8-3
What Is Organizational Change?
Copyright ©2012 Pearson Education, Inc.
Publishing as Prentice Hall
8-4
The Need for Change: External Factors
External factors:
• Marketplace
• Government laws
and regulations
• Technology
• Fluctuations in labor
markets
• Economic changes
Copyright ©2012 Pearson Education, Inc.
Publishing as Prentice Hall
8-5
The Need for Change: Internal Forces
Internal forces:
• Redefined or
modified
organizational
strategy
• Composition of
workforce
• Employee attitudes
Copyright ©2012 Pearson Education, Inc.
Publishing as Prentice Hall
8-6
Initiating Change
Organizational change – Any alteration of an
organization’s people, structure, or technology
Copyright ©2012 Pearson Education, Inc.
Publishing as Prentice Hall.
8-7
The Change Process
Copyright ©2012 Pearson Education, Inc.
Publishing as Prentice Hall.
8-8
“Calm Waters” Change
Copyright ©2012 Pearson Education, Inc.
Publishing as Prentice Hall
8-9
“White-Water Rapids” Change
Copyright ©2012 Pearson Education, Inc.
Publishing as Prentice Hall.
8-10
Implementing Change
Organization
development – Efforts
that assist members
with a planned
change by focusing on
their attitudes and
values
Copyright ©2012 Pearson Education, Inc.
Publishing as Prentice Hall
8-11
Implementing Change (cont.)
Organizational development
tactics:
•
•
•
•
Survey feedback
Process consultation
Team-building
Intergroup development
Copyright ©2012 Pearson Education, Inc.
Publishing as Prentice Hall.
8-12
Copyright ©2012 Pearson Education, Inc.
Publishing as Prentice Hall.
8-13
Resistance to Change
• Fear about adaptation
• Habits
• Fear of losing something already
possessed
• Belief that the change is
incompatible with the goals and
interests of the organization
Copyright ©2012 Pearson Education, Inc.
Publishing as Prentice Hall.
8-14
Reducing Resistance to Change
Copyright ©2012 Pearson Education, Inc.
Publishing as Prentice Hall.
8-15
Copyright ©2012 Pearson Education, Inc.
Publishing as Prentice Hall
8-16
Employee Reactions to Change
Copyright ©2012 Pearson Education, Inc.
Publishing as Prentice Hall.
8-17
What Is Stress?
Stress is the adverse reaction people have to
excessive pressure placed on them from
extraordinary demands, constraints, or
opportunities.
Copyright ©2012 Pearson Education, Inc.
Publishing as Prentice Hall.
8-18
Symptoms of Stress
Copyright ©2012 Pen, Inc. Publishing as
Prentice Hall
8-19
Causes of Stress
Categories of organizational stressors:
1. Task demands
2. Role demands
3. Interpersonal demands
4. Organization structure
5. Organizational leadership
Copyright ©2012 Pearson Education, Inc.
Publishing as Prentice Hall.
8-20
Personal Factors that Create Stress
Copyright ©2012 Pearson Education, Inc.
Publishing as Prentice Hall.
8-21
Reducing Stress
• Match employee skills
to job requirements
• Redesign jobs
• Offer employee
assistance programs
Copyright ©2012 Pearson Education, Inc.
Publishing as Prentice Hall.
8-22
Copyright ©2012 Pearson Education, Inc.
Publishing as Prentice Hall.
8-23
Encouraging Innovation
Copyright ©2012 Pearson Education, Inc.
Publishing as Prentice Hall.
8-24
Encouraging Innovation (cont.)
Copyright ©2012 Pearson Education, Inc.
Publishing as Prentice Hall.
8-25
Structural Variables and Innovation
Copyright ©2012 Pearson Education, Inc.
Publishing as Prentice Hall.
8-26
Culture and Innovation
Innovative
organizations:
• Encourage
experimentation
• Reward both
successes and
failures
• Celebrate
mistakes
Copyright ©2012 Pearson Education, Inc.
Publishing as Prentice Hall.
8-27
HR and Innovation
HR aids innovation by:
•
•
•
•
•
•
Promoting training and development
Offering high job security
Encouraging individuals to become idea champions
Supporting new ideas
Overcoming resistance
Implementing innovations
Copyright ©2012 Pearson Education, Inc.
Publishing as Prentice Hall.
8-28
Copyright ©2012 Pearson Education, Inc.
Publishing as Prentice Hall
8-29

similar documents