ch18 management and org change

7/25/2019 Ch18 Management and Org Change

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PowerPoint Presentation to Accompany Chapter 18 of

Management, 8/eJohn R. Schermerhorn, Jr .

Prepared by: Michael K. McCuddy

Valparaiso University

Published by: John Wiley & Sons, nc.



Management 8/e - Chapter 18 2

P anning Ahea! " Chapter 18 St#!y $#estions

%hat are the cha enges of strategic ea!ership an!inno&ation'

%hat is the nat#re of organi(ationa change')ow can p anne! organi(ationa change *emanage!'

%hat is organi(ation !e&e opment')ow can stress *e manage! in a changeen&ironment'



Management 8/e - Chapter 18 +

St#!y $#estion 1 %hat are the cha enges ofstrategic ea!ership an! inno&ation'

Strategic ea!ership creates the capacity forongoing strategic change.Components of strategic ea!ership etermining the organi(ation s p#rpose or &ision. 0 p oiting an! maintaining the organi(ation s core

competencies. e&e oping the organi(ation s h#man capita . S#staining an effecti&e organi(ationa c# t#re. 0mphasi(ing an! !isp aying ethica practices. 0sta* ishing *a ance! organi(ationa contro s.



Management 8/e - Chapter 18


S#staina* e competiti&e a!&antage re ies oncreati&ity an! inno&ation.

Creati&ity is the generation of a no&e i!eaor #ni3#e approach to so &ing pro* ems orcrafting opport#nities.

4nno&ation is the process of creating newi!eas an! p#tting them into practice.





6wo forms of inno&ation Process.

7 Res# ts in *etter ways of !oing things.

Pro!#ct.7 Res# ts in the creation of new or impro&e! goo!s an! ser&ices.

4nno&ations re3#ire in&ention an! app ication. 4n&ention.

7 Act of !isco&ery.

7 e&e opment of new i!eas. App ication.

7 Act of #se.7 4mp ementation of new i!eas.





9ea!ership responsi*i ities for theinno&ation process

4magining. esigning.

0 perimenting.

Assessing.

Sca ing.



Management 8/e - Chapter 18 :


;o#r steps of the pro!#ct inno&ation

process

4!ea creation.

4nitia e perimentation.

;easi*i ity !etermination. ;ina app ication.





4n high y inno&ati&e organi(ations < Corporate strategy an! c# t#re sho# !

7 0mphasi(e an entreprene#ria spirit.

7 0 pect inno&ation.

7 Accept fai #re.

7 =e wi ing to ta>e ris>s.

?rgani(ation str#ct#re sho# !7 =e organic.

7 )a&e atera comm#nications.

7 @se cross-f#nctiona teams an! tas> forces.





4n high y inno&ati&e organi(ations < 6op management sho# !

7 @n!erstan! the inno&ation process.7 =e to erant of criticism an! !ifferences of opinion.7 6a>e a possi* e steps to >eep goa s c ear.7 Maintain the press#re to s#ccee!.7 =rea> !own *arriers to inno&ation.

Staffing sho# ! f# fi fi&e critica inno&ation ro es7 4!ea generators.7 4nformation gate>eepers.7 Pro!#ct champions.7 ProBect managers.7 4nno&ation ea!ers.




St#!y $#estion 2 %hat is the nat#re oforgani(ationa change'

Change ea!er. A change agent who ta>es ea!ership

responsi*i ity for changing the e isting patternof *eha&ior of another person or socia system.

Change ea!ership.

;orwar!- oo>ing. Proacti&e. 0m*races new i!eas.





6op-!own change. Strategic an! comprehensi&e change that is

initiate! with the goa s of comprehensi&eimpact on the organi(ation an! its performancecapa*i ities.

ri&en *y the organi(ation s top ea!ership. S#ccess !epen!s on s#pport of mi!! e- e&e

an! ower- e&e wor>ers.





=ottom-#p change. 6he initiati&es for change come from any an!

a parts of the organi(ation, not B#st topmanagement.

Cr#cia for organi(ationa inno&ation. Ma!e possi* e *y

7 0mp oyee empowerment.7 0mp oyee in&o &ement.7 0mp oyee participation.



Management 8/e - Chapter 18 1+


4ntegrate! change ea!ership. S#ccessf# an! en!#ring change com*ines a!&antages

of top-!own an! *ottom-#p approaches.

6op-!own7 =rea>s #p tra!itiona patterns.

7 4mp ements !iffic# t economic a!B#stments.

=ottom-#p7 =#i !s capa*i ity for s#staina* e change.

7 =#i !s capa*i ity for organi(ationa earning.





6ransformationa an! incrementa change. @np anne! change.

7 Response to #nanticipate! e&ents.

7 Doo! ea!ers act on opport#nities for reacti&e change. P anne! change

7 A igning the organi(ation with anticipate! f#t#re cha enges.7 Acti&ate! *y proacti&e ea!ers who are sensiti&e to performance

gaps.

7 6ransformationa change maBor an! comprehensi&ere!irection.

7 4ncrementa change a!B#sting e isting systems an! practices.





)ow to ea! transformationa change 0sta* ish a sense of #rgency for change. ;orm a powerf# coa ition to ea! the change.

Create an! comm#nicate a change &ision. 0mpower others to mo&e change forwar!. Ce e*rate short-term EwinsF an! recogni(e those who he p. =#i ! on s#ccessG a ign peop e an! systems with new ways.

Stay with itG >eep the message consistentG champion the&ision.





0 terna forces for change D o*a i(ation. Mar>et competition.

9oca economic con!itions. Do&ernment aws an! reg# ations. 6echno ogica !e&e opments. Mar>et tren!s. Socia forces an! &a #es.

4nterna forces for change Arise when change in one part of the system creates the nee! for

change in another part of the system. May *e in response to one or more e terna forces.



Management 8/e - Chapter 18 1:


?rgani(ationa targets for change 6as>s

Peop e

C# t#re

6echno ogy Str#ct#re




St#!y $#estion + )ow can p anne!organi(ationa change *e manage!'

Phases of p anne! change @nfree(ing

76he phase in which a sit#ation is prepare! forchange an! fe t nee!s for change are !e&e ope!.

Changing7 6he phase in which something new ta>es p ace in

the system, an! change is act#a y imp emente!.

Refree(ing7 6he phase of sta*i i(ing the change an! creating the

con!itions for its ong-term contin#ity.





;orce-coercion strategy of change. @ses power *ases of egitimacy, rewar!s an!

p#nishments to in!#ce change.

Re ies on *e ief that peop e are moti&ate! *y se f-interest.

irect forcing an! po itica mane#&ering.

Pro!#ces imite! an! temporary res# ts.

Most #sef# in the #nfree(ing phase.





Rationa pers#asion strategy of change. =ringing a*o#t change thro#gh pers#asion *ac>e! *y

specia >now e!ge, empirica !ata, an! rationaarg#ment.

Re ies on e pert power.

Re ies on *e ief that reason g#i!es peop e s !ecisions

an! actions. @sef# in the #nfree(ing an! refree(ing phases.

Pro!#ces onger- asting an! interna i(e! change.





Share! power strategy of change. 0ngages peop e in a co a*orati&e process of i!entifying

&a #es, ass#mptions, an! goa s from which s#pport for

change wi nat#ra y emerge. 6ime cons#ming *#t i>e y to yie ! high commitment. 4n&o &es others in e amining socioc# t#ra factors re ate!

to the iss#e at han!. Re ies on referent power an! strong interpersona s>i s

in team sit#ations. Re ies on *e ief that peop e respon! to socioc# t#ra

norms an! e pectations of others.





Reasons for peop e resisting change ;ear of the #n>nown isr#pte! ha*its 9oss of confi!ence 9oss of contro Poor timing

%or> o&er oa! 9oss of face 9ac> of p#rpose



Management 8/e - Chapter 18 2+


Metho!s for !ea ing with resistance tochange

0!#cation an! comm#nication Participation an! in&o &ement ;aci itation an! s#pport ;aci itation an! agreement Manip# ation an! co-optation 0 p icit an! imp icit coercion




St#!y $#estion %hat is organi(ation!e&e opment'

?rgani(ation !e&e opment H? I is a

comprehensi&e approach to p anne!

organi(ationa change that in&o &es the

app ication of *eha&iora science in a

systematic an! ong-range effort to impro&eorgani(ationa effecti&eness.





?rgani(ation !e&e opment goa s ?#tcome goa s foc#s on tas> accomp ishments.

Process goa s foc#s on the way peop e wor> together.

? see>s to !e&e op the organi(ation mem*erscapacity for se f-renewa .

? is committe! to change thro#gh free!om of

choice, share! power, an! se f-re iance. ? ta>es a!&antage of >now e!ge a*o#t h#man

*eha&ior in organi(ations.





6he organi(ation !e&e opment process

0sta* ish a wor>ing re ationship.

iagnosis.

4nter&ention.

0&a #ation. Achie&e a termina re ationship.



Management 8/e - Chapter 18 2:


Action research 6he process of systematica y co ecting !ata on

an organi(ation, fee!ing it *ac> to the mem*ersfor action p anning, an! e&a #ating res# ts *yco ecting more !ata an! repeating the processas necessary.

4s initiate! when someone senses a performancegap.





Steps in the action research process Pro* em sensing.

ata gathering. ata ana ysis an! fee!*ac>.

Action p anning.

Action imp ementation. 0&a #ation an! fo ow-#p.





4n!i&i!#a ? inter&entions

Sensiti&ity training H6-gro#psI

Management training

Ro e negotiation

Jo* re!esign Career p anning





6eam ? inter&entions

6eam *#i !ing

Process cons# tation

4nter-gro#p team *#i !ing



Management 8/e - Chapter 18 +1


?rgani(ation-wi!e ? inter&entions

S#r&ey fee!*ac>

Confrontation meeting

Str#ct#ra re!esign

Management *y o*Becti&es HM=?I




St#!y $#estion 5 )ow can stress *e manage!in a change en&ironment'

Stress A state of tension e perience! *y in!i&i!#a s facing

e traor!inary !eman!s, constraints, or opport#nities.

Stressors 6hings that ca#se stress

?riginate in wor>, persona , an! nonwor> sit#ations. )a&e the potentia to inf #ence wor> attit#!es,

*eha&ior, Bo* performance, an! hea th.



Management 8/e - Chapter 18 ++


%or> factors as potentia stressors 4nc #!es

7 0 cessi&e y high or ow tas> !eman!s.7 Ro e conf icts or am*ig#ities.7 Poor interpersona re ationships.7 6oo s ow or too fast career progress.

%or>-re ate! stress syn!romes7 Set #p to fai .

7 Mista>en i!entity.





Persona factors as potentia stressors 4nc #!es nee!s, capa*i ities, an! persona ity. Stressf# *eha&ior patterns of the 6ype A persona ity

7 A ways mo&ing, wa >ing, an! eating rapi! y.7 Acting impatient, h#rrying others, !is i>ing waiting.7 oing, or trying to !o, se&era things at once.7 ;ee ing g#i ty when re a ing.

7 6rying to sche!# e more in ess time.7 @sing ner&o#s gest#res s#ch as a c enche! fist.7 )#rrying or interr#pting the speech of others.





onwor> factors as potentia stressors

4nc #!es

7 ;ami y e&ents.7 0conomics.

7 Persona affairs.

ESpi -o&erF effect on the stress an in!i&i!#ae periences at wor>.





Conse3#ences of stress Constr#cti&e stress.

7 Acts as a positi&e inf #ence.7 Can *e energi(ing an! performance enhancing.

estr#cti&e stress.7 Acts as a negati&e inf #ence.

7 =rea>s !own a person s physica an! mentasystems.7 Can ea! to Bo* *#rno#t an!/or wor>p ace rage.



Management 8/e - Chapter 18 +:


Persona we ness

6he p#rs#it of persona an! menta potentia

tho#gh a persona hea th-promotion program.

A form of pre&entati&e stress management.

0na* es peop e to *e *etter prepare! to !ea

with stress.



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ch18 management and org change

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