DBA - Managing Change and Innovation.ppt

Innovation, Managing Change, Factors affecting change

1. Managing Change Managing Change
and Innovationand Innovation

2. 2
Learning OutcomesLearning Outcomes
•Describe the change variables a manager can
control
•Study internal and external forces of change
•Analyze managers as change agents
•Contrast the “calm waters” and “white water
rapids” metaphors for change
•Explain why people resist change

3. 3
Learning OutcomesLearning Outcomes
•Learn how to reduce resistance to change
•Define organization development and learn
four OD techniques
•Review the causes and symptoms of stress
•Compare creativity and innovation
•Learn how organizations can stimulate
innovation

4. 4
Categories of ChangeCategories of Change
StructureStructurePeoplePeople
TechnologyTechnology

5. ©Prentice Hall, 2001 Chapter 7 5
CompetitionCompetition
TechnologyTechnology
EconomicEconomic
ConditionsConditions
GovernmentGovernment
ProgramsPrograms
External Forces of ChangeExternal Forces of Change

6. ©Prentice Hall, 2001 Chapter 7 6
InternalInternal
Forces ofForces of
ChangeChange Impact ofImpact of
ExternalExternal
EventsEvents
InternalInternal
OperationsOperations

7. ©Prentice Hall, 2001 Chapter 7 7
OutsideOutside
ConsultantsConsultants
StaffStaff
SpecialistsSpecialists
ManagersManagers
Agents of ChangeAgents of Change

8. ©Prentice Hall, 2001 Chapter 7 8
The “Calm Waters” MetaphorThe “Calm Waters” Metaphor
Unfreezing Changing Refreezing
Lewin’s Three-Step Process

9. ©Prentice Hall, 2001 Chapter 7 9
Lack ofLack of
StabilityStability
ConstantConstant
ChangeChange
Virtual Virtual
ChaosChaos
Lack ofLack of
PredictabilityPredictability
White-WaterWhite-Water
RapidsRapids

10. ©Prentice Hall, 2001 Chapter 7 10
Resistance to ChangeResistance to Change
Uncertainty and Ambiguity
Fear of Personal Loss
Lack of Faith in Change

11. ©Prentice Hall, 2001 Chapter 7 11
Education and
Communication
Participation
Negotiation
Facilitation
and Support
Coercion
Manipulation
and Cooptation
Techniques for
Reducing Resistance

12. ©Prentice Hall, 2001 Chapter 7 12
Techniques for Techniques for
Managing ChangeManaging Change
AuthorityAuthority
CoordinationCoordination
CentralizationCentralization
AttitudesAttitudes
ExpectationsExpectations
BehaviorBehavior
ProcessesProcesses
MethodsMethods
EquipmentEquipment
PeoplePeopleTechnologyTechnologyStructureStructure

13. ©Prentice Hall, 2001 Chapter 7 13
Organizational Development Organizational Development
TechniquesTechniques
•Intergroup development
•Process consultation
•Survey feedback
•Team building

14. ©Prentice Hall, 2001 Chapter 7 14
ImportanceImportanceUncertaintyUncertainty
What Is Stress?What Is Stress?
DemandsDemandsConstraintsConstraints

15. ©Prentice Hall, 2001 Chapter 7 15
OrganizationalOrganizational
Stress FactorsStress Factors
Task DemandsTask Demands
Role DemandsRole Demands
Interpersonal DemandsInterpersonal Demands
Structural DimensionsStructural Dimensions
Leadership TechniquesLeadership Techniques

16. ©Prentice Hall, 2001 Chapter 7 16
Personal StressPersonal Stress
FactorsFactors
FamilyFamily EconomicEconomicPersonalityPersonality

17. ©Prentice Hall, 2001 Chapter 7 17
Physiological
Psychological
Behavioral
Stress
Three General Symptoms

18. ©Prentice Hall, 2001 Chapter 7 18
Stress ManagementStress Management
•Selection and placement
•Job redesign
•Participation
•Wellness programs
•Employee assistance

19. ©Prentice Hall, 2001 Chapter 7 19
What IsWhat Is
Creativity?Creativity?
•Combining new ideas
in unique ways or
associating ideas in
unusual ways
What IsWhat Is
Innovation?Innovation?
•Turning creative ideas
into useful products,
services, or methods
of operation

20. ©Prentice Hall, 2001 Chapter 7 20
The CreativeThe Creative
ProcessProcess
PerceptionPerception
InnovationInnovation
IncubationIncubation
InspirationInspiration

21. ©Prentice Hall, 2001 Chapter 7 21
StructuralStructural
VariablesVariables
Sources ofSources of
InnovationInnovation
OrganizationalOrganizational
CultureCulture
HumanHuman
ResourcesResources