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Managing Change and Innovation Chapter 13
L E A R N I N G  O U T L I N E  Follow this Learning Outline as you read and study this chapter . ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
L E A R N I N G  O U T L I N E  (cont’d)  Follow this Learning Outline as you read and study this chapter. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
L E A R N I N G  O U T L I N E  (cont’d)  Follow this Learning Outline as you read and study this chapter. ,[object Object],[object Object],[object Object],[object Object],[object Object]
What Is Change? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Forces for Change ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Change Process Viewpoints ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exhibit 13–1 The Change Process
Change Agents ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exhibit 13–2 Three Categories of Change
Types of Change ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Organizational Development ,[object Object],[object Object],[object Object],[object Object]
Exhibit 13–3 Organizational Development Techniques
Managing Resistance to Change ,[object Object],[object Object],[object Object],[object Object],[object Object]
Exhibit 13–4 Managerial Actions to Reduce Resistance to Change ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Issues in Managing Change (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exhibit 13–5 Strategies for Managing Cultural Change ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Issues in Managing Change (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exhibit 13–6 Causes of Stress
Exhibit 13–7 Symptoms of Stress
Issues in Managing Change (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Issues in Managing Change (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exhibit 13–8 Characteristics of Change-Capable Organizations ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Stimulating Innovation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exhibit 13–9 Innovative Companies Around the World Data: Boston Consulting Group * We broke ties by comparing 10-year annualized total shareholder returns. In ties between a public and a private company, the public company was favored. Source:  “A Global Pulse of Innovation,”  BusinessWeek , April 24, 2006, p. 74.
Exhibit 13–10 Systems View of Innovation Source:   Adapted from R.W. Woodman, J.E. Sawyer, and R.W. Griffin, “Toward a Theory of Organizational Creativity,”  Academy of Management Review , April 1993, p. 309.
Exhibit 13–11 Innovation Variables
Creating the “Right” Environment for Innovation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Creating the “Right” Environment for Innovation (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Creating the “Right” Environment for Innovation (cont’d) ,[object Object],[object Object],[object Object],[object Object]
Terms to Know ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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