powerpoint presentation by charlie cook managing change: innovation and diversity chapter 7...
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![Page 1: PowerPoint Presentation by Charlie Cook Managing Change: Innovation and Diversity Chapter 7 Copyright © 2003 South-Western/Thomson Learning. All rights](https://reader036.vdocument.in/reader036/viewer/2022062421/56649d445503460f94a217e7/html5/thumbnails/1.jpg)
PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook
Managing Change:Managing Change:Innovation and DiversityInnovation and DiversityManaging Change:Managing Change:Innovation and DiversityInnovation and Diversity
Chapter 7Chapter 7Chapter 7Chapter 7
Copyright Copyright © © 2003 South-Western/Thomson Learning. All rights reserved.2003 South-Western/Thomson Learning. All rights reserved.
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Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 7–2
Learning OutcomesLearning Outcomes
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Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 7–3
Learning Outcomes (cont’d)Learning Outcomes (cont’d)
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Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 7–4
Types of Organizational ChangeTypes of Organizational Change
Exhibit 7–1
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Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 7–5
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Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 7–6
Stages in the Change ProcessStages in the Change Process
Exhibit 7–2
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Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 7–7
Resistance to Change and Ways to Overcome Resistance
Resistance to Change and Ways to Overcome Resistance
Exhibit 7–3
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Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 7–8
Resistance to ChangeResistance to Change
• Sources of Resistance to Change–Facts
• Provable statements that identify reality.
–Beliefs• Subjective opinions that cannot be proven.
–Values• What people believe are important and worth pursuing
or doing.
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Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 7–9
Resistance to Change (cont’d)Resistance to Change (cont’d)
• Focuses of Resistance to Change–Self
• The reaction of individuals who feel their self-interests are threatened by change.
–Others• The consideration given to how others will be affected
by change.
–Work environment• Change in the working environment threatens
individuals control of the environment.
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Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 7–10
Resistance MatrixFocus of Resistance: Self
Resistance MatrixFocus of Resistance: Self
Model 7–1a
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Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 7–11
Resistance MatrixFocus of Resistance: Others
Resistance MatrixFocus of Resistance: Others
Model 7–1b
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Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 7–12
Resistance MatrixFocus of Resistance: Work Environment
Resistance MatrixFocus of Resistance: Work Environment
Model 7–1c
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Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 7–13
InnovationInnovation
• Innovative Organizational Structures–Flat organizations with limited bureaucracy–Generalist division of labor–Coordinate with cross functional teams–Informal with decentralized authority–Create separate systems for innovative groups–Attract and retain creative employees–Reward innovation and creativity
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Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 7–14
Innovation (cont’d)Innovation (cont’d)
• Innovative Organizational Cultures–Encourage creativity and innovation–Develop structures to match their creative culture–Encourage risk-taking–Foster Intrapreneurship–Have open systems–Focus on ends rather than means–Accept ambiguous and impractical ideas–Tolerate conflict
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Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 7–15
3M’s Rules for an Innovative Culture3M’s Rules for an Innovative Culture
Exhibit 7–4
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Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 7–16
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Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 7–17
QualityQuality
• Core Values of Total Quality Management (TQM)–To focus everyone in the organization on
delivering customer value.–To continuously improve the system and its
processes.
• The Continuous Improvement Culture–Successful implementation of TQM requires
incorporation of TQM values into the organizational culture.
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Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 7–18
DiversityDiversity
• Diversity–The degree of differences among members of a
group or an organization.• Race/ethnicity, religion, gender, age, ability
• Diversity in all forms is increasing in the general population and the workforce.
–Incorporating diversity opens up a larger labor pool of skilled workers from which to recruit.
–Diversity is a legal requirement, an ethical obligation, and a competitive advantage.
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Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 7–19
Diversity (cont’d)Diversity (cont’d)
• Valuing Diversity–Emphasizing training employees of different races
and ethnicity, religions, genders, ages, and abilities and with other differences to function together effectively.
• Managing Diversity–Emphasizes fully utilizing human resources
through organizational actions that meet all employees’ needs.
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Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 7–20
Managing DiversityManaging Diversity
Exhibit 7–6
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Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 7–21
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Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 7–22
Organizational DevelopmentOrganizational Development
• Organizational Development (OD)–The ongoing planned process of change used as a
means of improving performance through interventions.
• OD Interventions–Specific actions taken to implement specific
changes.
• Change Agent–The person selected by human resources
management to be responsible for the OD program.
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Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 7–23
Change ModelsChange Models
Exhibit 7–7
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Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 7–24
OD Interventions
OD Interventions
Exhibit 7–8
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Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 7–25
OD Interventions (cont’d)OD Interventions (cont’d)
• Forcefield Analysis–An OD intervention that diagrams the current level
of performance, the hindering forces toward change, and the driving force toward change.
• Survey Feedback–An OD intervention that uses a questionnaire to
gather data to use as the basis for change.
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Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 7–26
Forcefield AnalysisForcefield Analysis
Exhibit 7–9
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Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 7–27
OD Interventions (cont’d)OD Interventions (cont’d)
• Team Building–An OD intervention designed to help work groups
increase structural and team dynamics performance to get the job done.
• Process Consultation–An OD intervention designed to improve team
dynamics by focusing on how people interact as they get the job done.
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Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 7–28