Leadership & Management Reading for Lesson 8: Change and Development.

Slides:



Advertisements
Similar presentations
Twelve Cs for Team Building
Advertisements

MANAGEMENT RICHARD L. DAFT.
Organizational Innovation
Chapter 8 Managing Change and Innovation
How to Enhance Personal Productivity By Janet Hadley
Chapter 10 Leading Change.
Leadership in “U”.
Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Organizational Change.
Welcome to Organizational Change. 2 Four factors that involved in Organizational Change and development : 1. Force for and Resistance to Organizational.
Managing Change and Innovation
The Study of Organizations
BnR-Peng.Manajemen-Chap-081 Management by Objectives (MBO) Dr. Bagus Nurcahyo Program Studi Manajemen Pemasaran Direktorat Program D3 Bisnis & Kewirausahaan.
Managing Change and Innovation
Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 1 Chapter 15 Dynamics Of Leadership.
Organizational Change Principles of Management. Boy, you’ll never get me up there! Sometimes change can be hard!
Managing Organizational Change and Innovation
Understanding Management First Canadian Edition Slides prepared by Janice Edwards College of the Rockies Copyright © 2009 Nelson Education Ltd.
CHAPTER 9 MANAGING ORGANIZATIONAL CULTURE. CHAPTER 9 MANAGING ORGANIZATIONAL CULTURE.
Managing Change and Innovation
Performance Management and Strategic Planning: Overview
Open FTL Foundations of Team Leadership 11-1 Foundations of Team Leadership MBTI & Leadership New Yorker Magazine 2004.
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Innovation and Change Chapter 8
CORPORATE COURSE LIST “People Make The Difference” 700 N. St. Mary’s St. Suite 1400 San Antonio, TX or
Developed by Stephen M.PetersHarcourt, Inc. items and derived items copyright © 2001 by Harcourt, Inc. hapter Change and Development Harcourt, Inc. items.
Managing Innovation and Change
Defining Leadership.
McGraw-Hill© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
© 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
1 CREATING A LEARNING ORGANIZATION AND AN ETHICAL ORGANIZATION STRATEGIC MANAGEMENT BUAD 4980.
Organizational Change
Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved.Developed by.
Inspire Personal Skills Interpersonal & Organisational Awareness Developing People Deliver Creative Thinking & Problem Solving Decision Making, Prioritising,
WHAT IS MANAGEMENT? The Management Hierarchy
Chapter 16 – Controlling the Organization
Copyright © 2012 Pearson Education Chapter 16 Organizational Change 16-1 Essentials of Organizational Behavior, 11/e Stephen P. Robbins & Timothy A. Judge.
CHANGE Chapter 13. The Concept of Change Change is taking part of the existing organisation and altering it to establish a new or different form. Change.
Copyright © 2012 Pearson Canada Inc. 0 Chapter 8 Implementing Strategy.
Creating a goal-driven environment - 3 Barbie E. Keiser University of Vilnius May 2007.
Organizational Behavior BUS-542 Instructor: Erlan Bakiev, Ph.D. 1-1.
New Game Solutions Team 5 Leadership – Lester Frederick September 2010.
Chapter 1 The Nature of Strategic Management
Chapter 8 Managing Change and Innovation. Forces for Change n External: n Customers n Competitors n Technology n Economic n International n Internal:
Change Management Major References: Chapter 13, Essential VCE Business Management Unit 3 & 4 Jeffery, M (2013). Change Management, VCTA Compak issue 6.
Chapter 4 Developing and Sustaining a Knowledge Culture
Chapter 4 Developing and Sustaining a Knowledge Culture
Herman Aguinis, University of Colorado at Denver Prentice Hall, Inc. © 2006 Performance Management and Strategic Planning: Overview  Definition and Purposes.
Management Practices Lecture 27.
Chapter 10 Innovation and Change. Purpose of the Chapter Discuss how organizations change How managers can direct the innovation and change process Discuss.
PowerPoint Presentation to Accompany Management, 9/e John R. Schermerhorn, Jr. Prepared by: Jim LoPresti University of Colorado, Boulder Published by:
Chapter 8 Management, Leadership, and Internal Organization Learning Goals Define management and the skills necessary for managerial success. Explain the.
Chapter 11 Change and Innovation. Innovation and Change in the Workplace If organizations don’t successfully change and innovate, they die Change and.
HOFAM vak Organisatie & Management les 13
LOGO Managing Organizational Change and Learning By Daniel Damaris Novarianto S.
MultiMedia by Stephen M. Peters© 2002 South-Western Organizational Culture and Change.
Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Change and.
Managing Organizational Culture and Change
Chapter 9 Innovation And Organizational Change.  Creativity - the generation of a novel idea or unique approach to solving problems or crafting opportunities.
Leadership.
Developed by Cool Pictures & MultiMedia Presentations
Managing Change and Innovation
MANAGEMENT RICHARD L. DAFT.
MANAGEMENT RICHARD L. DAFT.
Chapter 14 Leadership MGMT Chuck Williams
Managing Change and Innovation
Organizational Change and Stress Management
Leadership & Management
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Chapter Eleven Innovation and Change Thomson Learning © 2004.
Leading Change in Organizations
Presentation transcript:

Leadership & Management Reading for Lesson 8: Change and Development

Lesson 8 Reading Objectives 1. The student will comprehend the concept of organizational change and explain the forces for change. 2. The student will comprehend the sequence of four change activities that must be performed in order for change to be successful. 3. The student will comprehend techniques managers can use to facilitate the initiation of change in organizations including idea champions and new-venture teams. 3. The student will comprehend techniques managers can use to facilitate the initiation of change in organizations including idea champions and new-venture teams.

Lesson 8 Reading Objectives 4. The student will comprehend sources of resistance to change. 5. The student will comprehend force field analysis and other implementation tactics that can be used to overcome resistance to change. 6. The student will comprehend the differences between transactional, charismatic, and transformational leaders. 7. The student will comprehend which leadership style is best suited to lead organizational change.

Lesson 8 Discussion Objectives 1. The student will comprehend techniques managers can use to facilitate the initiation of change in organizations including idea champions and new-venture teams. 2. The student will comprehend sources of resistance to change. 3. The student will comprehend which leadership style is best suited to lead organizational change.

Concept of Organizational Change  Defined as adoption of a new idea or behavior by an organization.  Organizations need to continuously adapt to new situations if they are to survive and prosper By observing external trends, patterns and needs, managers use planned changed to help organization adapt to external problems and opportunities. By observing external trends, patterns and needs, managers use planned changed to help organization adapt to external problems and opportunities.

Forces for Change  Forces may exist in the external environment or within the organization.  Environmental forces include: Customers Customers Competitors Competitors Technology Technology Economic Economic International arena International arena

Forces for Change  Internal forces for change arise from internal activities and decisions by: Management Management Employees Employees Labor unions Labor unions Production inefficiencies Production inefficiencies

Change Activities Sequence  Internal and external forces for change exist  Organization managers monitor these forces and become aware of a need to change  Perceived need triggers initiation of change  Change is then implemented

Initiating Change Initiating Change  Develop ideas that solve perceived and communicated needs  Responses may include: Search for a change to adopt Search for a change to adopt Process of learning about current developments inside or outside the organization to meet perceived need for changeProcess of learning about current developments inside or outside the organization to meet perceived need for change Search typically uncovers existing knowledge that can be applied or adopted within organizationSearch typically uncovers existing knowledge that can be applied or adopted within organization Create a change to adopt Create a change to adopt

Initiating Change (Cont.)  Creativity is defined as the generation of novel ideas to meet perceived problems.  Creative individuals develop ideas that can be adopted by the organization and are often known for: Originality Originality Curiosity Curiosity Open-mindedness Open-mindedness Focused approach to problem solving Focused approach to problem solving Persistence Persistence Relaxed and playful attitude Relaxed and playful attitude Receptiveness to new ideas. Receptiveness to new ideas.

Initiating Change (Cont.)  Creative organizational conditions include: Open channels of communication Open channels of communication Assignment of non-specialists to problems Assignment of non-specialists to problems Decentralization Decentralization Freedom to choose problems Freedom to choose problems Resources allocated to creative personnel without immediate payoff. Resources allocated to creative personnel without immediate payoff.

Idea Champions and New-Venture Teams  Idea champion. A person who sees the need for, and champions, productive change within the organization. New ideas must be carried forward for acceptance and implementation. New ideas must be carried forward for acceptance and implementation.  Four roles in organizational change: Inventor Inventor Champion Champion Sponsor Sponsor Critic Critic

Idea Champions and New-Venture Teams  New-Venture Team is a unit separate from the rest of the organization - develops and initiates innovations. Team typically small, loosely structured and organic Team typically small, loosely structured and organic Free of organizational rules, procedures and bureaucracy Free of organizational rules, procedures and bureaucracy  New-Venture Fund provides resources from which individuals and groups draw to develop new ideas, products or businesses.

Resistance to Change  Employees resist change due to: Self-interest—believe will lose something of value Self-interest—believe will lose something of value Lack of understanding and trust—do not understand intended purpose or distrust management Lack of understanding and trust—do not understand intended purpose or distrust management Uncertainty—lack information; fear of unknown Uncertainty—lack information; fear of unknown Different assessments and goals—employees may assess proposed change differently Different assessments and goals—employees may assess proposed change differently

Strategies for Overcoming Resistance  Two approaches: Analysis of resistance through the Force Field technique Analysis of resistance through the Force Field technique Use of selective implementation tactics to overcome resistance Use of selective implementation tactics to overcome resistance

Strategies for Overcoming Resistance (Cont.)  Force Field Analysis: Change is a result of competition between driving and restraining forces Change is a result of competition between driving and restraining forces Some forces drive it while others resistSome forces drive it while others resist Selectively removing the restraining forces enables driving force to implement the innovation Selectively removing the restraining forces enables driving force to implement the innovation

Strategies for Overcoming Resistance (Cont.)  Implementation tactics: Communication and education Communication and education Used when solid information is needed by those resisting change, i.e., new technology or ideaUsed when solid information is needed by those resisting change, i.e., new technology or idea Participation Participation Involves potential resisters in designing changeInvolves potential resisters in designing change Time consuming but pays off in user commitmentTime consuming but pays off in user commitment Helps managers determine potential problems and differences in perceptions among employeesHelps managers determine potential problems and differences in perceptions among employees

Strategies for Overcoming Resistance (Cont.)  Implementation tactics: Negotiation Negotiation Formal bargaining to win acceptance and approval of changeFormal bargaining to win acceptance and approval of change Coercion Coercion Formal power is applied to force employees to change. Resisters told to accept or lose jobFormal power is applied to force employees to change. Resisters told to accept or lose job Top management support Top management support Visible support symbolizes importance of the changeVisible support symbolizes importance of the change Without this support change will probably not happenWithout this support change will probably not happen

Change – An Approach  Define the need  Form a coalition of Managers  Create the vision  Communicate need and vision to subordinates  Empower subordinates - Remove barriers - Change systems - Encourage risk-taking  Demonstrate visible evidence of change  Consolidate improvements  Demonstrate relationship btwn new behavior & success

Leadership Differences  Three types of leadership—transactional, charismatic and transformational  Transactional leaders: Clarify the role and task requirements of subordinates Clarify the role and task requirements of subordinates Initiate structure Initiate structure Provide appropriate rewards Provide appropriate rewards Try to meet the social needs of subordinates Try to meet the social needs of subordinates

Leadership Differences (Cont.)  Transactional leaders: Excel at management functions Excel at management functions Are hardworking Are hardworking Are tolerant Are tolerant Are fair-minded Are fair-minded Stress plans, schedules and budgets Stress plans, schedules and budgets

Leadership Differences (Cont.)  Charismatic Leaders: Inspire/motivate people to do more, despite obstacles and personal sacrifice Inspire/motivate people to do more, despite obstacles and personal sacrifice State a vision of an imagined future with which employees identify State a vision of an imagined future with which employees identify Shape a corporate value system for which everyone stands Shape a corporate value system for which everyone stands Trust subordinates and earn their complete trust in return Trust subordinates and earn their complete trust in return

Charismatic Leaders  Mother Teresa & Martin Luther King - inspire positive outcomes for entire group - use enthusiasm & vision to motivate - group more important than personal need  Adolf Hitler & Charles Manson - motivated by self-serving purposes - use fear & intimidation to motivate - personal need more important than group

Leadership Differences  Transformational Leaders: Bring about innovation and create significant change in followers and organization Bring about innovation and create significant change in followers and organization Lead changes in the organization's mission, structure, and human resource management Lead changes in the organization's mission, structure, and human resource management Focus on intangible qualities Focus on intangible qualities Vision, shared values, ideas to build relationshipsVision, shared values, ideas to build relationships Provide common ground to enlist followers in changes. Provide common ground to enlist followers in changes.

Which Leadership Style?  Which suits YOU best?  Which is most effective for YOU?  Which most closely aligns with your strengths?  Which most closely aligns with your beliefs?  Is it situational?  Is a combination best?

Self-Assessment  Realism vs. Idealism  Introvert vs. Extrovert  Skepticism (has its unique value)  Stoicism (Epictetus; VADM James B. Stockdale)  MOH: identifying urgent need & taking action  No singular approach is appropriate ALL THE TIME!!!  Combination is best for most people  Application is highly situational…

Self-Assessment (Cont.)  What matters to you?  What is best for a given situation?  Who decides?  Once you determine the answers to these foundational questions – all future can be addressed efficiently and effectively. In effect, the questions have already been answered…  If these questions remain unanswered, you will struggle with the simplest of issues and will not be able to make decisions. You will remain on the “horns of a dilemma”…  Situational…it depends!

However…  This is a foundation  We are young…with much to learn  This foundation is a living document that will mature with experience  Your foundation should apply to the majority of situations you will encounter but…it depends!

Self-Assessment (Cont.)  Take the “test” on page 159…   Myers-Briggs Type Indicator  Strengths Finder 2.0  Strength Development Inventory  Counseling and Psychological Services (CAPS)

Don’t Worry…Be Happy!  Things over which YOU have control  Things over which you DO NOT have control  Observe, evaluate, assess…anticipate!  Generate solutions within your sphere of influence…expand your sphere!  Make adjustments to meet the situation…

Pick Your Battles!  Be very selective  What is the risk?  What are the consequences? To Whom?  Is it for the common good?  Will this truly matter?  Is it a matter of personal principle?  What will you give up?

Questions? ???