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Managing Organizational Change
1.
8th edition Steven P.
Robbins Mary Coulter PowerPoint Presentation by Charlie Cook Copyright © 2005 Prentice Hall, Inc. All rights reserved.
2.
LEARNING OUTLINE Follow this
Learning Outline as you read and study this chapter. What Is Change? âą Define organizational change. âą Explain how managers are affected by change. Forces for Change âą Discuss the external and internal forces for change. âą Contrast internal and external change agents. Two Views of the Change Process âą Contrast the calm waters and white-water rapids metaphors of change. âą Explain Lewinâs three-step model of the change process. âą Discuss the environment that managers face today. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 13â2
3.
L E A
R N I N G O U T L I N E (contâd) Follow this Learning Outline as you read and study this chapter. Managing Change âą Explain how managers might change structure, technology, and people. âą Describe why people resist change and how resistance might be managed. Contemporary Issues in Managing Change âą Explain why changing organizational culture is so difficult and how managers can do it. âą Describe employee stress and how managers can help employees deal with stress. âą Discuss what it takes to make change happen successfully. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 13â3
4.
L E A
R N I N G O U T L I N E (contâd) Follow this Learning Outline as you read and study this chapter. Stimulating Innovation âą Tell why innovate isnât just creativity. âą Explain the systems view of innovation. âą Describe the structural, cultural, and human resource variables that are necessary for innovation. âą Explain what idea champions are and why theyâre important to innovation. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 13â4
5.
What Is Change? âą
Organizational Change ï Any alterations in the people, structure, or technology of an organization âą Characteristics of Change ï Is constant yet varies in degree and direction ï Produces uncertainty yet is not completely unpredictable ï Creates both threats and opportunities âą Managing change is an integral part of every managerâs job. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 13â5
6.
Forces for Change âą
External forces ï Marketplace âą Internal Forces ï Governmental laws and regulations ï Changes in organizational strategy ï Technology ï Workforce changes ï Labor market ï New equipment ï Economic changes ï Employee attitudes Copyright © 2005 Prentice Hall, Inc. All rights reserved. 13â6
7.
The Manager as
Change Agent âą Change Agents ï People who act as catalysts and assume the responsibility for changing process are called change agents. âą Types of Change Agents ï Managers: internal entrepreneurs ï Nonmanagers: change specialists ï Outside consultants: change implementation experts Copyright © 2005 Prentice Hall, Inc. All rights reserved. 13â7
8.
Change Process Viewpoints âą
The Calm Waters Metaphor ï Lewinâs description of the change process as a break in the organizationâs equilibrium state ï¶ Unfreezing the status quo ï¶ Changing to a new state ï¶ Refreezing to make the change permanent âą White-Water Rapids Metaphor ï The lack of environmental stability and predictability requires that managers and organizations continually adapt (manage change actively) to survive. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 13â8
9.
Types of Change âą
Structural ï Changing the organizationâs structure or its structural components âą Technological ï Adopting new equipment or operating methods that displace old skills and require new ones âą Automation ï Replacing certain tasks done by people with machines âą Workforce ï Changing attitudes, expectations, perceptions, and behaviors of the workforce Copyright © 2005 Prentice Hall, Inc. All rights reserved. 13â9
10.
Managing Resistance to
Change âą Why People Resist Change? ï The ambiguity and uncertainty that change introduces ï The comfort of old habits ï A concern over personal loss of status, money, authority, friendships, and personal convenience ï The perception that change is incompatible with the goals and interest of the organization Copyright © 2005 Prentice Hall, Inc. All rights reserved. 13â10
11.
Issues in Managing
Change (contâd) âą Changing Organizational Cultures ï Cultures are naturally resistant to change ï Conditions that facilitate cultural change: ï¶ The occurrence of a dramatic crisis ï¶ Leadership changing hands ï¶ A young, flexible, and small organization ï¶ A weak organizational culture Copyright © 2005 Prentice Hall, Inc. All rights reserved. 13â11
12.
Issues in Managing
Change âą Handling Employee Stress due to Change ï Stress ï¶ The physical and psychological tension an individual feels when confronted with extraordinary demands, constraints, or opportunities and their associated importance and uncertainties. ï¶ Functional Stress â Stress that has a positive effect on performance. ï How Potential Stress Becomes Actual Stress ï¶ There is uncertainty over the outcome ï¶ When the outcome is important Copyright © 2005 Prentice Hall, Inc. All rights reserved. 13â12
13.
Issues in Managing
Change âą Reducing Stress ï Engage in proper employee selection ï Match employeesâ KSAâs to jobsâ TDRâs ï Use realistic job interviews for reduce ambiguity ï Improve organizational communications ï Develop a performance planning program ï Use job redesign ï Provide a counseling program ï Offer time planning management assistance ï Sponsor wellness programs Copyright © 2005 Prentice Hall, Inc. All rights reserved. 13â13
14.
Issues in Managing
Change âą Making Change Happen Successfully ï Embrace changeâbecome a change-capable organization. ï Create a simple, compelling message explaining why change is necessary. ï Communicate constantly and honestly. ï Foster as much employee participation as possibleâ get all employees committed ï Encourage employees to be flexible ï Remove those who resist and cannot be changed. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 13â14
15.
Stimulating Innovation âą Creativity ï
The ability to combine ideas in a unique way or to make an unusual association. âą Innovation ï Turning the outcomes of the creative process into useful products, services, or work methods Copyright © 2005 Prentice Hall, Inc. All rights reserved. 13â15
16.
Creating the âRightâ
Environment for Innovation âą Structural Variables ï Adopt an organic structure ï Make available plentiful resources ï Engage in frequent interunit communication ï Minimize extreme time pressures on creative activities ï Provide explicit support for creativity Copyright © 2005 Prentice Hall, Inc. All rights reserved. 13â16
17.
Creating the âRightâ
Environment for Innovation (contâd) âą Cultural Variables ï Accept ambiguity ï Tolerate the impractical ï Have low external controls ï Tolerate risk taking ï Tolerate conflict ï Focus on ends rather than means ï Develop an open-system focus ï Provide positive feedback Copyright © 2005 Prentice Hall, Inc. All rights reserved. 13â17
18.
Creating the âRightâ
Environment for Innovation (contâd) âą Human Resource Variables ï Actively promote training and development to keep employeesâ skills current ï Offer high job security to encourage risk taking ï Encourage individual to be âchampionsâ of change Copyright © 2005 Prentice Hall, Inc. All rights reserved. 13â18
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