Chapter Ten Organizational Change & Innovation Lifelong Challenges for the Exceptional Manager McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies,

Slides:

Advertisements

Similar presentations

MANAGEMENT RICHARD L. DAFT.

Advertisements

Managing Organizational Change and Innovation Copyright © Houghton Mifflin Company. All rights reserved.13–1.

Managing Organization Change and Innovation

© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Managing Change and Innovation

Managing in the Global Environment

© 2003 The McGraw-Hill Companies, Inc. All rights reserved. Project Analysis and Evaluation Chapter Eleven.

Managing Change and Innovation

Organizational Behavior Managing Organizational Change and Development Chapter 18 It’s all about: CHANGE.

© 2003 The McGraw-Hill Companies, Inc. All rights reserved. Raising Capital Chapter Sixteen.

© 2003 The McGraw-Hill Companies, Inc. All rights reserved. Long-Term Financial Planning and Growth Chapter Four.

of Organizational Change

ORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N S E L E V E N T H E D I T I O N W W W. P R E N H A L L. C O M / R O B B I N S © 2005 Prentice Hall.

Understanding Management First Canadian Edition Slides prepared by Janice Edwards College of the Rockies Copyright © 2009 Nelson Education Ltd.

Managing Change and Innovation

McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved Chapter 14 Managing Change.

© 2003 The McGraw-Hill Companies, Inc. All rights reserved. Option Valuation Chapter Twenty- Four.

© 2003 The McGraw-Hill Companies, Inc. All rights reserved. Return, Risk, and the Security Market Line Chapter Thirteen.

Chapter 3 Changing the Culture

Chapter 16 Organizational Change

Innovation and Change Chapter 8

HNDBM – 15. Organizational Change

Management A Practical Introduction Third Edition

Part Chapter © 2009 The McGraw-Hill Companies, Inc. All rights reserved. 1 McGraw-Hill Contemporary Issues 4 Chapter 13.

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. 1 McGraw-Hill part Explain the elements of a service culture. 2.Define a service strategy.

New Business Characteristics Characteristic20 th Century21 st Century StructurePyramid: Top-Down Web: Bottom-Up StrengthsStability Control Adaptability.

Copyright © 2012 Pearson Education Chapter 16 Organizational Change 16-1 Essentials of Organizational Behavior, 11/e Stephen P. Robbins & Timothy A. Judge.

Managing Change and Organizational Learning

Creating and Managing Change Chapter 18 Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.

Organizational Behavior BUS-542 Instructor: Erlan Bakiev, Ph.D. 1-1.

Organizational Change & Innovation

Chapter 16 Chapter 16 Managing Change and Organizational Learning Chapter 16 Team Japan Katie Whitman, Anna Somvong, Sam Rola, Bridgette Walker, Kelli.

Value Chain Management: Functional Strategies for Competitive Advantage chapter nine Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved.

Fundamentals of Core Concepts & Applications Griffin Griffin Third Edition MANAGEMENT PowerPoint Presentation by Charlie Cook Copyright © 2003 Houghton.

McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, All Rights Reserved. Chapter Ten Organizational Change & Innovation Lifelong Challenges.

Positive and Negative Aspects of Conflict Positive Can bring about necessary change Negative Cause stress Reduce productivity May cause harm to the organization.

Strategic Management: How Star Managers Realize a Grand Design

18-1©2005 Prentice Hall 18: Organizational Change and Development Chapter 18: Organizational Change and Development Understanding And Managing Organizational.

Innovation and Adaptability

Chapter 11 Change and Innovation. Innovation and Change in the Workplace If organizations don’t successfully change and innovate, they die Change and.

Managing Change Team Blue Steve, Melanie, Carly, Derek, & Shagane In a time of drastic change it is the learners who inherit the future. The learned usually.

Innovating and Changing Chapter Fourteen McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.

Chapter Ten Organizational Change & Innovation. McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved. Two Types of Change: Reactive.

Organizational Change

Introduction: Stories of Change

© 2012 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.

Chapter Six Strategic Management: How Exceptional Managers Realize a Grand Design McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc.

© 2013 The McGraw-Hill Companies, Inc. All rights reserved. Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.

Organization Change  Organizational change is the process through which an organisation moves from the present state to an improved state.  Change management.

1-1 Human Resource Management Gaining a Competitive Advantage Chapter 2 Strategic Human Resource Management McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill.

Ch. 16: Managing Change and Organizational Learning External Forces: Demographics Technology Customer & market changes Social & political environment.

Managing Organizational Culture and Change

10-1. Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Chapter 10 Making Change.

Designing Organizational Structure Chapter Seven Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.

Chapter Ten Lifelong Challenges for the Exceptional Manager Organizational Change & Innovation: McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies,

Organizational Change and Innovation Chapter 10. Change Can be reactive or proactive Forces for change may consist of forces outside the organization.

Copyright © 2005 Houghton Mifflin Company. All rights reserved. PowerPoint Presentation by Charlie Cook. Chapter Seven Organization Change and Innovation.

Principles of Management Second Edition © Oxford Fajar Sdn. Bhd. ( T) 2014 CHAPTER 16 MANAGING ORGANIZATIONAL CHANGES AND INNOVATION.

Chapter 3 Issues related to Forces of Change

Chapter Ten Organizational Change & Innovation: Lifelong Challenges for the Exceptional Manager McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies,

The Manager as a Planner and Strategist chapter eight Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.

Chapter Ten Organizational Change & Innovation. B10-1 McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved. Two Types of Change:

Manage Change and Organizational Learning

MANAGEMENT RICHARD L. DAFT.

MANAGEMENT RICHARD L. DAFT.

Managing Change and Stress

Managing Organization Change and Innovation

Managing Change and Innovation

MANAGEMENT Part Four: The Organizing Process

Presentation transcript:

Chapter Ten Organizational Change & Innovation Lifelong Challenges for the Exceptional Manager McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.

Ways to Deal With Change and Innovation Allow room for innovation Give one consistent explanation for the change Look for opportunities in unconventional ways Have the courage to follow your ideas Allow grieving, then move on 10-2

Forces For Change Outside and Inside the Organization 10-3 Figure 10.1

The Forces for Change: Outside the Organization 1. Demographic characteristics 2. Market changes 3. Technological advancement 4. Social & political pressures 10-4

Areas in Which Change is Often Needed 1. Changing people Perceptions, attitudes, performance, skills 2. Changing technology 3. Changing structure 4. Changing strategy 10-5

Organization Development Organization development (OD) set of techniques for implementing planned change to make people and organizations more effective 10-6

The OD Process Figure

The Effectiveness of OD 1. Multiple interventions 2. Management support 3. Goals geared to both short and long term results 4. OD is affected by culture 10-8

Four Steps For Fostering Innovation Figure

Four Steps For Fostering Innovation 1. Recognize problems & opportunities & devise solutions 2. Gain allies by communicating your vision 3. Overcome employee resistance, & empower & reward them to achieve progress 4. Execute well 10-10

Gain Allies by Communicating Your Vision Showing how the product or service will be made Showing how potential customers will be reached Demonstrating how you’ll beat your competitors Explaining when the innovation will take place 10-11

A Model of Resistance to Change Figure 10.4

The Causes of Resistance to Change Resistance to change an emotional/behavioral response to real or imagined threats to an established work routine

Lewin’s Change Model Unfreezing creating the motivation to change Changing learning new ways of doing things Refreezing making the new ways normal 10-14

Steps to Leading Organizational Change Table 10.2