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Core Concepts of ManagementSchermerhorn
Prepared by
Cheryl Wyrick
California State Polytechnic University Pomona
John Wiley & Sons, Inc
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COPYRIGHT
Copyright 2003 © John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that named in Section 117 of the 1976 United States Copyright Act without the express written consent of the copyright owner is unlawful. Request for further information should be addressed to the Permission Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her owner use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, cause by the use of these programs or from the use of the information contained herein.
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Chapter 15Change Leadership and Stress
Planning Ahead– What is a learning organization?– What are the challenges of change leadership?– What is organization development?– What are the implications of job and workplace
stress?
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Learning Organizations and Innovation What is a Learning Organization?
– a company that is able to continuously change and improve based on the lessons of experience
– able to change due to the people, values and systems
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Learning Organizations and Innovation Characteristics of learning organizations:
– Everyone sets aside the old ways of thinking.
– Everyone becomes self-aware and open to others.
– Everyone learns how the whole organization works.
– Everyone understands and agrees to a plan of action.
– Everyone works together to accomplish the plan.
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The Nature of Innovation
Innovation– Process of creating new ideas and putting them
into practice• process: better ways of doing things
• product: creation of new or improved goods and services
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The Nature of Innovation
Staffing supports innovation. Critical innovation roles include:
– Idea generators– Information gatekeepers– Product champions– Project managers– Innovation leaders
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The Challenges of Organizational Change Change Leader
– person who actively sponsors and leads the processess of change
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The Challenges of Organizational Change Top-Down Change
– strategic and comprehensive changes are initiated with the goal of comprehensive impact on the organization and its performance capabilities
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The Challenges of Organizational Change Bottom-up Change
– initiative for change comes from persons throughout an organization and are supported by efforts of middle and lower level managers acting as change agents
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The Challenges of Organizational Change Targets for Change
– tasks– people– culture– technology– structure
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Managing Planned Change
Phases of Planned Change– Unfreezing: preparing
for change
– Changing: making actual changes
– Refreezing: stabilizing after change
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Change Strategies
Force-Coercion– using power bases of
legitimacy, rewards and punishment to induce change
• direct forcing
• political maneuvering
– produces limited and temporary results
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Change Strategies
Rational Persuasion Strategies– change through persuasion backed by special
knowledge, empirical data and rational argument
– informational strategy which assumes that people are guided by facts and self interest
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Change Strategies
Shared Power Strategies– identifies or establishes values and assumptions
from which support for change will naturally emerge
– based on empowerment– managers need reference power and strong
interpersonal skills – slow process
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Resistance to Change
Education and Communication Participation and Involvement Facilitation and Support Facilitation and Agreement Manipulation and Co-optation Explicit and Implicit Coercion
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Technological Change
Good fit must be achieved with locals needs, practices and people
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Developing Organizations and Careers Organization Development
– Comprehensive approach to planned organizational change that involves the application of behavioral science in a systematic and long range effort to improve organizational effectiveness
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Developing Organizations and Careers
Goals and Process of Organizational Development– outcome goals: focus on
task accomplishments
– process goals: focus on the way people work together
Process and goals are pursued simultaneously
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Goals and Process of Organizational Development Establish working relationship Diagnosis Intervention Evaluation Achieve terminal relationship
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Organization Development Interventions Organization-wide Interventions
– Survey feedback– Confrontation meeting– Structural redesign– Management by objectives (MBO)
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Organization Development Interventions
Team Interventions– team building
– process consultation
– intergroup teambuilding
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Goals and Process of Organizational Development Individual Interventions
– sensitivity training (T-groups)– management training– role negotiation– job redesign– career planning
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Stress
A state of tension experienced by individuals facing extraordinary demands, constraints, or opportunities.
Job-related stress goes hand-in-hand with the dynamic and sometimes uncertain nature of managerial work.
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Stress
Work factors as sources of stress:– Excessively high or low task demands– Role conflicts or ambiguities– Poor interpersonal relationships– Too slow or too fast career progress
Personal factors as sources of stress:– Needs, capabilities, personality
Non-work factors as sources of stress:– Family events– Economics– Personal affairs
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Stress
Consequences of stress– Constructive stress
• Acts as a positive influence
• Can be energizing and performance enhancing
– Destructive stress• Acts as a negative influence
• Breaks down a person’s physical and mental system.
• Can lead to job burnout and/or workplace rage.
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Stress
Guidelines for coping with workplace stress:– Take control of the situation– Pace yourself– Open up to others– Do things for others– Exercise– Balance work and recreation