robbins_mgmt11_ppt06.ppt
- 1. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 6-1
- 2. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 6-2 • Compare and contrast views on the change process • Classify types of organizational change • Explain how to manage resistance to change • Discuss contemporary issues in managing change • Describe techniques for stimulating innovation
- 3. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 6-3 The Change Process If it weren’t for change, a manager’s job would be relatively easy. Planning would be simple because tomorrow would be no different from today. Similarly, decision making would be easy. • But that’s not the way it is. Change is an organizational reality. • Organizations face change because external and internal factors create the need for change
- 4. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 6-4 Exhibit 6-1: External and Internal Forces for Change
- 5. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 6-5 The Three-Step Change Process Kurt Lewin Said successful change can be planned and requires: 1. Unfreezing the status quo. 2. Changing to a new state 3. Refreezing to make the change permanent.
- 6. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 6-6 Organizational Change and Change Agents • Organizational Change - any alterations in the people, structure, or technology of an organization. • Change Agents - persons who act as catalysts and assume the responsibility for managing the change process.
- 7. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 6-7 Types of Change Agents • Managers: internal entrepreneurs • Non-managers: change specialists • Outside consultants: change implementation experts
- 8. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 6-8 Types of Change • Structure – Changing an organization’s structural components or its structural design • Technology – Adopting new equipment, tools, or operating methods that displace old skills and require new ones • Automation - replacing certain tasks done by people with machines • Computerization • People – Changing attitudes, expectations, perceptions, and behaviors of the workforce
- 9. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 6-9 Exhibit 6-3: Three Types of Change
- 10. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 6-10 Organizational Development • Organizational Development (OD) - techniques or programs to change people and the nature and quality of interpersonal work relationships.
- 11. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 6-11 Exhibit 6-4: Popular OD Techniques
- 12. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 6-12 Managing Resistance to Change • Why People Resist Change – The ambiguity and uncertainty that change introduces – The comfort of old habits – A concern over personal loss of status, money, authority, friendships, and personal convenience – The perception that change is incompatible with the goals and interest of the organization
- 13. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 6-13 Exhibit 6-5: Techniques for Reducing Resistance to Change
- 14. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 6-14 Changing Organizational Culture • Cultures are naturally resistant to change. • Conditions that facilitate cultural change: – The occurrence of a dramatic crisis – Leadership changing hands – A young, flexible, and small organization – A weak organizational culture
- 15. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 6-15 Exhibit 6-6: Changing Culture
- 16. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 6-16 Stress and Stressors • Stress - the adverse reaction people have to excessive pressure placed on them from extraordinary demands, constraints, or opportunities. • Stressors - factors that cause stress. In can be organizational factors or personal factors
- 17. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 6-17 What Causes Stress? (Organizational factors) 1. Task demands :factors related to an employee’s job. 2. Role Demands: Role Conflicts - work expectations that are hard to satisfy. Role Overload - having more work to accomplish than time permits. Role Ambiguity - when role expectations are not clearly understood. 3. Interpersonal demands: pressures created by other employees. (Lack of social support from colleagues & poor interpersonal relationships)
- 18. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 6-18 Exhibit 6-7: Symptoms of Stress
- 19. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 6-19 Innovation • Innovation is the key to continued success. • Creativity - the ability to combine ideas in a unique way or to make an unusual association. • Innovation - turning the outcomes of the creative process into useful products, services, or work methods.
- 20. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 6-20 Exhibit 6-9: World’s Most Innovative Companies
- 21. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 6-21 Stimulating and Nurturing Innovation • Getting the desired outputs (innovative products and work methods) involves transforming inputs. These inputs include creative people and groups within the organization. • But having creative people isn’t enough. It takes the right environment to help transform those inputs into innovative products or work methods. • This “right” environment is, an environment that stimulates innovation. It includes three variables: the structural Variable, cultural variable, and human resource variable.
- 22. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 6-22 Exhibit 6-10: Innovation Variables IDEAL CHAMPION
- 23. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 6-23 Ideal Champions • Idea Champions - individuals who actively and enthusiastically support new ideas, build support, overcome resistance, and ensure that innovations are implemented.
- 24. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 6-24 Terms to Know • organizational change • change agent • organizational development (OD) • stress • creativity • innovation • idea champion
- 25. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 6-25