robbins fom06 basic 07
TRANSCRIPT
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PowerPoint Presentation by Charlie CookThe University of West Alabama
C H A P T E R
7Part III: Organizing
Fundamentals of ManagementSixth EditionRobbins and DeCenzowith contributions from Henry Moon
2008 Prentice Hall, Inc.All rights reserved.
Managing Change, Stress,
and Innovation
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L E A R N I N G O U T C O M E S
1. Describe what change variables are within a
managers control.
2. Identify external and internal forces for change.
3. Explain how managers can serve as change agents.
4. Contrast the calm waters and white-water rapids
metaphors for change.
5. Explain why people are likely to resist change.6. Describe techniques for reducing resistance to
change.
After reading this chapter, you will be able to:
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L E A R N I N G O U T C O M E S (contd)
7. Identify what is meant by the term organization
development(OD) and specify four popular OD
techniques.
8. Explain the causes and symptoms of stress.
9. Differentiate between creativity and innovation.
10. Explain how organizations can stimulate innovation.
After reading this chapter, you will be able to:
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What Is Change?
Change
Is an alteration of an organizations environment,
structure, technology, or people.
A constant force
An organizational reality
An opportunity or a threat
Change Agent
Is a person who initiates and assumes the
responsibility for managing a change in an
organization.
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EXHIBIT 71 Three Categories of Change
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Forces For Change
External Forces
Marketplace
competition
Government laws and
regulations
New technologies
Labor market shifts
Cycles in the
economy Social change
Internal Forces
Strategy modifications
New equipment
New processes
Workforcecomposition
Restructured jobs
Compensation and
benefits Labor surpluses and
shortages
Employee attitudes
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Two Views Of The Change Process
Calm Waters Metaphor
Describes traditional practices in and theories about
organizations that likens the organization to a large
ship making a predictable trip across a calm sea and
experiencing an occasional storm.
White-Water Rapids Metaphor
Describes the organization as a small raft navigating
a raging river.
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Steps in Change-Management
1. Assess the climate for change.
2. Choose an appropriate approach for managing the
resistance to change.
3. During the time the change is being implemented and
after the change is completed, communicate with
employees regarding what support you may be able to
provide.
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Change in Calm Waters
Kurt Lewins Three-Step Process
Unfreezing
The driving forces, which direct behavior away from the
status quo, can be increased.
The restraining forces, which hinder movement from theexisting equilibrium, can be decreased.
The two approaches can be combined.
Implementation of change
Refreezing
Establishing a new equilibrium state.
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EXHIBIT 72 The Change Process
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Change In White-Water Rapids
Change is constant in a dynamic environment.
The only certainty is continuing uncertainty.
Competitive advantages do not last.
Managers must quickly and properly react tounexpected events by:
Being alert to problems and opportunities.
Becoming change agents in stimulating,
implementing and supporting change in the
organization.
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EXHIBIT 73 Why People Resist Change
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EXHIBIT 74 Techniques for Reducing Resistance to Change
Education and communication
Participation
Facilitation and supportNegotiation
Manipulation and co-optation
Coercion
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Making Changes in the Organization
Change
Structure
Change
People
Managers Options
for Change
Change
Technology
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Implementing Planned Changes
Organization Development (OD)
Is an activity (intervention) designed to facilitate
planned, long-term organization-wide change.
Focuses on the attitudes and values of organizational
members;
Is essentially an effort to change an organizations culture.
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Typical OD Techniques
Survey
Feedback Team-Building
Popular Organizational
Development Techniques
Process
Consultation
Intergroup
Development
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Stress: The Aftermath Of Organizational
Change
Stress
Occurs when individuals confront a situation related
to their desires for which the outcome is perceived to
be both uncertain and important. Positive stress: when the situation offers an opportunity for
one to gain something
Negative stress: when constraints or demands are placed on
individuals
Stressor
Is a factor that causes stress.
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Sources of Stress
Constraints
Are barriers that keep us from doing what we desire.
Inhibit individuals in ways that take the control of a
situation out of their hands
Demands Cause persons to give up something they desire.
Can preoccupy your time and force you to shift
priorities.
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EXHIBIT 75 Change, Dilbert Style
Source: Dilbert reprinted United Feature Syndicate, Inc.
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EXHIBIT 76 Major Stressors
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Organizational Stress Factors
Tasks
Roles
OrganizationStructure
InterpersonalDemands
OrganizationalLeadership
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Organizational Stressors: Role Demands
Role Conflicts
Are work expectations that are hard to satisfy.
Role Overload
Is the result of having more work to accomplish than
time permits. Role Ambiguity
Occurs when role expectations are not clearly
understood.
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Personal Factors: Personality Types
Type A Personality
People who have a
chronic sense of
urgency and an
excessive competitive
drive.
Type B Personality
People who are
relaxed and
easygoing and accept
change easily.
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Symptoms Of Stress
Psychological
Symptoms
Increased tension
Anxiety
Boredom
Procrastination
Behavior-related
Symptoms
Changes in eating
habits
Increased smoking
Substance
consumption
Rapid speech
Sleep disorders
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Reducing Stress
Person-Job Fit Concerns
Match employees to their jobs, clarify expectations,
redesign jobs, and increase employee involvement
and participation.
Employee Assistance Programs (EAPs)
Help employees overcome personal and health-
related problems.
Wellness Programs
Help employees prevent health problems.
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Stimulating Innovation
Creativity
Is the ability to combine ideas in a unique way or to
make unusual connections.
Innovation
Is the process of taking a creative idea and turning itinto a useful product, service, or method of
operation.
Perception
Incubation Inspiration
Innovation
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Variables Stimulating Innovation
Innovation
Organization
Structure
Human Resources
Practices
Organizational
Culture
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Structural Variables Affecting Innovation
Organic Structure
Positively influences innovation through less work
specialization, fewer rules and decentralization.
Easy Availability of Plentiful Resources
Allow management to purchase innovations, bearthe cost of instituting innovations, and absorb
failures.
Frequent Interunit Communication
Helps to break down barriers to innovation by
facilitating interaction across departmental lines.
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Characteristics of an Innovative Culture
Acceptance of ambiguity
Tolerance of the
impractical
Low external controls
Tolerance of risk
Tolerance of conflict
Focus on ends rather than
on means Open systems focus
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HR Variables Affecting Innovation
HR Practices that Foster Innovation
Promoting of training and development so employee
knowledge remains current
Offering employees high job security to reduce fear
of making mistakes and taking risks
Encouraging employees to become champions of
change