Change and innovation_management

Editor's Notes

• #4: Change is an organizational reality. Most managers, at one point or another, will have to change some things in their workplace. We classify these changes as organizational change, which is any alteration of an organization’s people, structure or technology.
• #5: Changing structure includes any alteration in authority relationships, coordination mechanisms, degree of centralization, job design, or similar organization structure variables.Changing technology encompasses modifications in the way work is done or the methods and equipment usedChanges in people refer to changes in employee attitudes, expectations, perceptions, or behaviors
• #6: In Chapter 2 we pointed out that both external and internal forces constrain managers. These same forces also bring about the need for change
• #7: Organizational changes need a catalyst. People who act as catalysts and assume the responsibility for managing the change process are called change agents.
• #8: Until recently, the “calm waters” metaphor dominated the thinking of practicing managers and academics. The prevailing model forhandling change in such circumstances ideas, and knowledge is best illustrated in Kurt Lewin’s three-step description of the change process. (See Exhibit 7-2.)White-water rapids is consistent with a world that’s increasingly dominated by information,
• #11: Often managers make a concerted effort to alter some aspect of the organization. Whatever happens—in terms ofstructure or technology—ultimately affects organizational members. Efforts to assist organizational members with a planned change are referred to as organization development (OD).
• #12: Survey feedback efforts are designed to assess employee attitudes about and perceptions of the change they are encountering. Employees are generally asked to respond to a set of specific questions regarding how they view such organizational aspects as decisionmaking, leadership, communication effectiveness, and satisfaction with their jobs, coworkers, and managementIn process consultation, outside consultants help managers to perceive, understand, and act on process elements with which they must deal. These elements might include, for example, workflow, informal relationships among unit members, and formal communicationschannels.
• #13: Team-building is generally an activity that helps work groups set goals, develop positive interpersonal relationships, and clarify the roles and responsibilities of each team member.Whereas team-building focuses on helping a work group become more cohesive, intergroup development attempts to achieve the same results among different work groups. That is, intergroup development attempts to change attitudes, stereotypes, and perceptionsthat one group may have toward another group
• #14: Why do people resist organizational change? The main reasons include uncertainty, habit, concern over personal loss, and the belief thatthe change is not in the organization’s best interest
• #15: When managers see resistance to change as dysfunctional, what can they do? Several strategies have been suggested in dealing with resistance to change. These approaches include education and communication, participation, facilitation and support, negotiation, manipulationand co-optation, and coercion. These tactics are summarized here and described in Exhibit 7-3
• #16: Stress is the adverse reaction people have to excessive pressure placed on them from extraordinary demands, constraints, or opportunities. Stress isn’t always bad. Although it’s often discussed in a negative context, stress can be positive, especially when it offers apotential gain. For instance, functional stress allow an athlete, stage performer, or employee to perform at his or her highest level at crucial times.
• #17: Stress can be caused by personal factors and by job-related factors called stressors. Clearly, change of any kind—personal or job-related—has the potential to cause stress as it can involve demands, constraints, or opportunitiesRole demands relate to pressures placed on an employee as a function of the particular role he or she plays in the organization. Role conflicts create expectations that may be hard to reconcile or satisfy.
• #18: Role overload is experienced when the employee is expected to do more than time permits. Role ambiguity is created when role expectations are not clearly understood and the employee is not sure what he or she is to do.
• #19: Evidence also indicates that employees’ personalities have an effect on how susceptible they are to stress. The most commonlyused labels for these personality traits are Type A and Type B.Type A personality is characterized by chronic feelings of a sense of time urgency, an excessive competitivedrive, and difficulty accepting and enjoying leisure time.The opposite of Type A is Type B personality. Type Bs never suffer from time urgency or impatience. Until quite recently, itwas believed that Type As were more likely to experience stress on and off the job
• #20: As mentioned earlier, not all stress is dysfunctional. Since stress can never be totally eliminated from a person’s life, managers wantto reduce the stress that leads to dysfunctional work behavior. How? Through controlling certain organizational factors to reducejob-related stress, and to a more limited extent, offering help for personal stress
• #21: As Exhibit 7-4 shows, stress symptoms can be grouped under three general categories: physical, psychological, andbehavioral. All of these can significantly affect an employee’s work.
• #22: Creativity refers to the ability to combine ideas in a unique way or to make unusual associations between ideas. A creative organization develops unique ways of working or novel solutions to problems. The outcomes of the creative process need to be turned into useful products or work methods, which is defined as innovation
• #23: The transformation process requires having the right environment to turn those inputs into innovative products or work methods. This “right” environment—that is, an environment that stimulates innovation—includes three variables: the organization’s structure, culture, and human resource practices. (See Exhibit 7-5.)
• #24: Innovative organizations actively promote the training and development of their members so their knowledge remains current; offer their employees high job security to reduce the fear of getting fired for making mistakes; and encourage individuals to become idea champions, actively and enthusiastically supporting new ideas, building support, overcoming resistance, and ensuring that innovations are implemented.