Chapter 8Managing Changeand InnovationOrganizational changeOrganizationdevelopmentStress:The aftermath of organizationalchangeStimulating innovation
Chapter 8 Managing Change and Innovation Organizational change Organization development Stress: The aftermath of organizational change Stimulating innovation
Organizational ChangeExternaland internal forcesfor changeThe content of organizational changeand change agentTwoviewsof thechangeprocessMember resistance to changeTechniguesforreducingresistancetochange
Organizational Change External and internal forces for change The content of organizational change and change agent Two views of the change process Member resistance to change Techniques for reducing resistance to change
ExternalforcesInternal forcesMarketplaceStrategy adjustmentTechnologyThe introduction ofnew equipmentEconomical factorsThe state of workforcePolitical and legalfactorsEmployee attitudeSocial and culturalfactors
External forces Marketplace Technology Economical factors Political and legal factors Social and cultural factors Internal forces Strategy adjustment The introduction of new equipment The state of workforce Employee attitude
The Content of OrganizationalChangeStructurePeopleTechnologyAttitudesAuthorityrelationshipsWorkprocess++ExpectationsCoordinatingmechanismsWorkmethodsPerceptionsJob redesignEquipmentSpansofcontrolBehavior
The Content of Organizational Change Structure Authority relationships Coordinating mechanisms Job redesign Spans of control + Technology Work process Work methods Equipment + People Attitudes Expectations Perceptions Behavior
ChangeAgentChange agent is a person who initiatesandassumesthe responsibilityformanaging a change in organization.The change agent can be a manager ornonmanager,for example,an internalstaff specialist or outside consultant
Change Agent Change agent is a person who initiates and assumes the responsibility for managing a change in organization. The change agent can be a manager or nonmanager, for example, an internal staff specialist or outside consultant
"Calm Water" MetaphorCalmwater"metaphorenvisionstheorganization as a large ship making apredictable trip across a calm sea andexperiencinganoccasional storm
“Calm Water” Metaphor “Calm water” metaphor envisions the organization as a large ship making a predictable trip across a calm sea and experiencing an occasional storm
RefreezingChangingUnfreezingExhibit 8-1 the Change Process
Exhibit 8-1 the Change Process Unfreezing Changing Refreezing
Optimal stateRestraining forcesPreviousEquilibriumDriving forcesTimeExhibit 8-2 Unfreezing the Equilibrium State
Exhibit 8-2 Unfreezing the Equilibrium State Driving forces Restraining forces Time Previous Equilibrium Optimal state
“White-Water Rapids"MetaphorWhite-water rapids"metaphordescribesthe organization as a small raft navigatinga raging river with uninterrupted white-waterrapids.This metaphor takes into considerationthefactthat environmentsare bothuncertainanddynamic
“White-Water Rapids” Metaphor “White-water rapids” metaphor describes the organization as a small raft navigating a raging river with uninterrupted whitewater rapids. This metaphor takes into consideration the fact that environments are both uncertain and dynamic
Fear ofthe unknownIndividualresistanceFearoflosingBeliefthatchangesomething ofIs not good for thevalueorganizationExhibit 8-2 Why People Resist Change
Exhibit 8-2 Why People Resist Change Individual resistance Fear of losing something of value Fear of the unknown Belief that change Is not good for the organization