Managing change and innovation(1)
- 2. PRESENTED BY: •Muhammad Saeed Mustafa MBPM S15007 MBA
- 3. AN OVERVIEW OF TOPICS: •‘Change’ and ‘Change Management’ •The change process •Two views of change •Types of organizational change •Issues in managing change •Making change happen successfully •Innovation
- 4. CHANGE Change is a process that can be enabled, not managed CHANGE MANAGEMENT The management of change and development within an organization is called change management.
- 5. THE CHANGE PROCESS EXTERNAL INTERNAL • Changing consumer needs and wants • New organizational strategy • New governmental laws • Change in composition of workforce • Changing technology • New equipment • Economic changes • Changing employee attitudes
- 6. TWO VIEWS OF THE CHANGE PROCESS TWO METAPHORS The calm waters metaphor White-water rapids metaphor
- 7. TWO VIEWS OF CHANGE PROCESS 1.The calm waters metaphor Change – an occasional storm
- 8. Kurt Lewin’s three step change process
- 9. 2.WHITE-WATER RAPIDS METAPHOR • Unstable and unpredictable • Today, organizations and managers cannot afford to be complacent • Change is consistent with increasing information, ideas and knowledge.
- 10. ORGANIZATIONAL CHANGE Outside consul- tant Change agent Organizatio nal Change An alteration of people, structure or technology in an organization
- 11. TYPES OF CHANGE • Structural components • Structural designStructure • Work process • Methods • Equipment Technology • Attitudes, expectations, perceptions and behavior – individual & groupPeople
- 12. WHY DO PEOPLE RESIST CHANGE? • Change replaces the known with uncertainty • Doing things out of habit. • Fear of losing something already possessed • Change is incompatible with goals and interests of the organization
- 13. Techniques for reducing resistance to change 1. Education and communication 2. Participation 3. Facilitation and support 4. Manipulation 5. Co-operation 6. Coercion
- 14. CONTEMPORARY ISSUES IN MANAGING CHANGE 1. Organizational culture •Understanding the situational factors •Making changes in culture
- 15. 2. EMPLOYEE STRESS ‘Stress is the adverse reaction people have to excessive pressure placed on them due to extraordinary demands, constraints or opportunities.’ WHAT CAUSES STRESS? 1. Personal 2. Job-related SYMPTONS OF STRESS • Physical • Psychological • Behavioural HOW CAN STRESS BE REDUCED?
- 16. 3. HOW CAN MANAGERS MAKE CHANGE HAPPEN SUCCESSFULLY? 1.Make the organization change-capable 2.Understand their own role in the process 3.Give individual employee a role in the change process CHANGE-CAPABLE ORGANIZATIONS
- 19. CREATIVITY INNOVATION The ability to combine ideas in a unique way or to make unusual associations between ideas Turning outcomes of creative ideas into useful products or work methods
- 20. 1. STRUCTURAL VARIABLES Organic structures Higher Interunit Communication Minimal time pressure Work & non- work support Abundant resources
- 21. 2. CULTURAL VARIABLES Acceptance of ambiguity Provide positive feedback Open system focus Focus on ends rather than means Tolerate risk & conflict Lower external controls Tolerate the impractical
- 22. 3. HUMAN RESOURCE VARIABLES: High commitment to Training & Development Creative people High job security
- 24. FOR BEING A PATIENT AUDIENCE