Chapter 15 CHANGE MANAGEMENT. 2 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458.

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Presentation transcript:

Chapter 15 CHANGE MANAGEMENT

2 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. Chapter outcomes Describe the traditional and contemporary views of change. Explain why employees resist change. Identify ways that supervisors can reduce resistance to change. List the steps a supervisor can use in changing negative employee attitudes. Differentiate between creativity and innovation. Explain how supervisors can stimulate innovation.

3 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. EXHIBIT 15–1 Forces of change.

4 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. EXHIBIT 15–2 The three-step traditional view of the change process.

5 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. Five steps in changing negative employee attitudes 1. Identify the attitude you want to change 2. Determine what sustains the attitude 3. Unfreeze the attitude 4. Offer an alternative attitude 5. Refreeze the new attitude

6 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. EXHIBIT 15–3 Why people resist change.

7 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. How can you overcome resistance to change? Build trust Open channels of communication Involve your employees Provide incentives Deal with employee feelings

8 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. How can a supervisor foster innovation? Structural variables Cultural variables 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 Human Resource variables