Change and the Organization

Overview Changing the organization Change and stress How to stimulate innovation Chapter 6 Lesson 2

Identify an instance of someone you know Did the person find a way Quick Write Identify an instance of someone you know feeling stress while coping with change. Did the person find a way to reduce the stress? Chapter 6 Lesson 2 Courtesy of Clipart.com

Changing the Organization Chapter 6 Lesson 2 Courtesy of Clipart.com

Changing Structure Changing structure refers to changing the way the organization is set up—who’s in charge, who gets to tell whom what to do, who works with whom, and the like Chapter 6 Lesson 2

Changing Technology Changing technology means changing the way people do the work and the equipment they use to do it Chapter 6 Lesson 2 Courtesy of Clipart.com

Changing People Changes in people are such things as changes in employee attitudes, expectations, perceptions, and behaviors Chapter 6 Lesson 2 Courtesy of Clipart.com

Organizational Development Organizational development (OD) is activity to make planned long-term change within the organization easier Chapter 6 Lesson 2 Courtesy of Goodshoot Images

Typical OD Techniques Survey Feedback Process Consultation Team Building Intergroup Development Chapter 6 Lesson 2 Courtesy of Liquidlibrary Images

Change and Stress Chapter 6 Lesson 2 Courtesy of Clipart.com

A Definition of Stress Stress is a force or influence a person feels in the face of opportunities, constraints, or demands that seem both uncertain and important Chapter 6 Lesson 2 Courtesy of BananaStock Images

Major Stressors Chapter 6 Lesson 2 Taken from Fundamentals of Management, 5th Ed. By Robbins/DeCenzo, p. 246 Pearson Prentice Hall, 2005 Chapter 6 Lesson 2

Common Causes of Stress Task Demands Role Demands Interpersonal Demands Organizational Structure Organizational Leadership Chapter 6 Lesson 2

Stress Indicators Physiological Problems Psychological Problems Behavioral Problems Chapter 6 Lesson 2 Courtesy of Goodshoot Images

How Managers Can Reduce Stress Ensure a Good Job Fit Make Lines of Authority Clear Clearly Define Expectations Let Employees Have a Say Chapter 6 Lesson 2 Courtesy of Clipart.com

Programs to Reduce Stress Employee assistance programs (EAPs) are programs organizations offer to help their employees overcome personal and health problems Wellness programs are programs organizations offer to help keep their employees healthy Chapter 6 Lesson 2

Optional Exercise Stress and Change Work together in groups of four or five to identify as many stressors (opportunities, demands, constraints) in your lives as you possibly can. Classify the type of stressors identified (opportunity, demand, or constraint) and determine whether opportunities, demands, or constraints cause the most stress. Chapter 6 Lesson 2

How to Stimulate Innovation Chapter 6 Lesson 2 Courtesy of BananaStock Images

Innovation and Creativity Innovation is the process of taking a creative idea and turning it into a useful product, service, or method of operation (way of doing something). Creativity is the ability to combine ideas in a unique way or to make unusual connections. Chapter 6 Lesson 2

Four Steps of Creativity Perception Incubation Inspiration Innovation Chapter 6 Lesson 2 Courtesy of Comstock Images

Fostering Innovation A company that is more “organic”—more like a living creature—is likely to be more innovative than one that is more like a machine These “organic” companies have less work specialization; everyone does a little of everything They have fewer rules and are more decentralized They find it easy to direct resources to promising new ideas, and they tend to have lots of resources to direct They have good communications between different work groups, which helps them work on projects across departmental lines Chapter 6 Lesson 2

Seven Characteristics of Innovative Cultures Acceptance of Ambiguity Tolerance of the Impractical Low External Controls Tolerance of Risk Tolerance of Conflict Focus on Ends Rather Than Means Open Systems Focus Chapter 6 Lesson 2

Innovation and Human Resources Promote Training and Development Offer Job Security Encourage Managers to Lead as Champions of Change Leaders Demonstrate Confidence and Risk-Taking Leaders Inspire with Vision Chapter 6 Lesson 2

Optional Exercise Creativity and Innovation Challenge Our JROTC Unit is seeking a brand new way in which we can serve our community or school. As a group create an innovation (a useful product, service or method of operation) for serving our community or school and be prepared to describe your innovation to the class as a whole. Chapter 6 Lesson 2

Review Changing the organization involves changing the structure, the technology, and the people in the organization Organizational development (OD) is activity to make planned long-term change within the organization easier Typical organization development (OD) techniques include survey feedback, process consultation, team building, and intergroup development Chapter 6 Lesson 2

Review Stress is a force or influence a person feels in the face of opportunities, constraints, or demands that seem both uncertain and important Common causes of stress in organizations are task demands, role demands, interpersonal demands, organizational structure, and organizational leadership Chapter 6 Lesson 2

Review Three aspects of stress related to role demands are role conflicts, role overload, and role ambiguity Stress reveals itself in physiological, psychological, and behavioral problems Two kinds of special programs commonly used to reduce employee stress in the workplace are employee assistance programs and wellness programs Chapter 6 Lesson 2

Review Innovation is the process of taking a creative idea and turning it into a useful product, service, or method of operation (way of doing something) Creativity, an important factor in innovation, is the ability to combine ideas in a unique way or to make unusual connections Chapter 6 Lesson 2

Review Creativity is seen by many as a four step process consisting of perception, incubation, inspiration, and innovation Seven characteristics of an innovative culture are acceptance of ambiguity, tolerance of the impractical, low external controls, tolerance of risks, tolerance of conflict, focus on ends rather than means, and an open systems focus Chapter 6 Lesson 2

Summary Changing the organization Change and stress How to stimulate innovation Chapter 6 Lesson 2

Stress and Time Management What’s Next… Managing Yourself ~ Stress and Time Management Chapter 6 Lesson 2 Courtesy of Clipart.com