RSA Conference Exhibitor List 2024 - Exhibitors Data
Â
Management ch13
1. PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook
Copyright Š 2005 Prentice Hall, Inc.Copyright Š 2005 Prentice Hall, Inc.
All rights reserved.All rights reserved.
8th
edition
Steven P. Robbins
Mary Coulter
2. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 13â2
L E A R N I N G O U T L I N E
Follow this Learning Outline as you read and study this chapter.
What Is Change?
⢠Define organizational change.
⢠Explain how managers are affected by change.
Forces for Change
⢠Discuss the external and internal forces for change.
⢠Contrast internal and external change agents.
Two Views of the Change Process
⢠Contrast the calm waters and white-water rapids
metaphors of change.
⢠Explain Lewinâs three-step model of the change process.
⢠Discuss the environment that managers face today.
3. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 13â3
L E A R N I N G O U T L I N E (contâd)
Follow this Learning Outline as you read and study this chapter.
Managing Change
⢠Explain how managers might change structure,
technology, and people.
⢠Describe why people resist change and how resistance
might be managed.
Contemporary Issues in Managing Change
⢠Explain why changing organizational culture is so difficult
and how managers can do it.
⢠Describe employee stress and how managers can help
employees deal with stress.
⢠Discuss what it takes to make change happen
successfully.
4. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 13â4
L E A R N I N G O U T L I N E (contâd)
Follow this Learning Outline as you read and study this chapter.
Stimulating Innovation
⢠Tell why innovate isnât just creativity.
⢠Explain the systems view of innovation.
⢠Describe the structural, cultural, and human resource
variables that are necessary for innovation.
⢠Explain what idea champions are and why theyâre
important to innovation.
5. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 13â5
What Is Change?
⢠Organizational Change
ďAny alterations in the people, structure, or technology
of an organization
⢠Characteristics of Change
ďIs constant yet varies in degree and direction
ďProduces uncertainty yet is not completely
unpredictable
ďCreates both threats and opportunities
⢠Managing change is an integral part
of every managerâs job.
6. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 13â6
Forces for Change
⢠External forces
ďMarketplace
ďGovernmental laws
and regulations
ďTechnology
ďLabor market
ďEconomic changes
⢠Internal Forces
ďChanges in
organizational
strategy
ďWorkforce changes
ďNew equipment
ďEmployee attitudes
7. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 13â7
The Manager as Change Agent
⢠Change Agents
ďPeople who act as catalysts and assume the
responsibility for changing process are called change
agents.
⢠Types of Change Agents
ďManagers: internal entrepreneurs
ďNonmanagers: change specialists
ďOutside consultants: change implementation experts
8. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 13â8
Change Process Viewpoints
⢠The Calm Waters Metaphor
ďLewinâs description of the change process as a break
in the organizationâs equilibrium state
ďś Unfreezing the status quo
ďś Changing to a new state
ďś Refreezing to make the change permanent
⢠White-Water Rapids Metaphor
ďThe lack of environmental stability and predictability
requires that managers and organizations continually
adapt (manage change actively) to survive.
9. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 13â9
Types of Change
⢠Structural
ď Changing the organizationâs structure or its structural
components
⢠Technological
ď Adopting new equipment or operating methods that
displace old skills and require new ones
⢠Automation
ď Replacing certain tasks done by people with machines
⢠Workforce
ď Changing attitudes, expectations, perceptions, and
behaviors of the workforce
10. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 13â10
Managing Resistance to Change
⢠Why People Resist Change?
ďThe ambiguity and uncertainty that change introduces
ďThe comfort of old habits
ďA concern over personal loss of status, money,
authority, friendships, and personal convenience
ďThe perception that change is incompatible with the
goals and interest of the organization
11. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 13â11
Issues in Managing Change (contâd)
⢠Changing Organizational Cultures
ďCultures are naturally resistant to change
ďConditions that facilitate cultural change:
ďś The occurrence of a dramatic crisis
ďś Leadership changing hands
ďś A young, flexible, and small organization
ďś A weak organizational culture
12. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 13â12
Issues in Managing Change
⢠Handling Employee Stress due to Change
ďStress
ďś The physical and psychological tension an individual
feels when confronted with extraordinary demands,
constraints, or opportunities and their associated
importance and uncertainties.
ďś Functional Stress
â Stress that has a positive effect on performance.
ďHow Potential Stress Becomes Actual Stress
ďś There is uncertainty over the outcome
ďś When the outcome is important
13. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 13â13
Issues in Managing Change
⢠Reducing Stress
ďEngage in proper employee selection
ďMatch employeesâ KSAâs to jobsâ TDRâs
ďUse realistic job interviews for reduce ambiguity
ďImprove organizational communications
ďDevelop a performance planning program
ďUse job redesign
ďProvide a counseling program
ďOffer time planning management assistance
ďSponsor wellness programs
14. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 13â14
Issues in Managing Change
⢠Making Change Happen Successfully
ďEmbrace changeâbecome a change-capable
organization.
ďCreate a simple, compelling message explaining why
change is necessary.
ďCommunicate constantly and honestly.
ďFoster as much employee participation as possibleâ
get all employees committed
ďEncourage employees to be flexible
ďRemove those who resist and cannot be changed.
15. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 13â15
Stimulating Innovation
⢠Creativity
ďThe ability to combine ideas in a unique way or to
make an unusual association.
⢠Innovation
ďTurning the outcomes of the creative process into
useful products, services, or work methods
16. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 13â16
Creating the âRightâ Environment for
Innovation
⢠Structural Variables
ďAdopt an organic structure
ďMake available plentiful resources
ďEngage in frequent interunit communication
ďMinimize extreme time pressures on creative
activities
ďProvide explicit support for creativity
17. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 13â17
Creating the âRightâ Environment for
Innovation (contâd)
⢠Cultural Variables
ďAccept ambiguity
ďTolerate the impractical
ďHave low external controls
ďTolerate risk taking
ďTolerate conflict
ďFocus on ends rather than means
ďDevelop an open-system focus
ďProvide positive feedback
18. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 13â18
Creating the âRightâ Environment for
Innovation (contâd)
⢠Human Resource Variables
ďActively promote training and development to keep
employeesâ skills current
ďOffer high job security to encourage risk taking
ďEncourage individual to be âchampionsâ of change