1. CHAPTER 9: MANAGING AND LEADING CHANGE

2. DEFINITION OF CONTROLLING
Mockler
Systematic effort in determining a set of performance standards based on the objectives of planning the formation of a feedback system and the comparison between the actual performance and the set standards
Robbins and Coutler
A process to ensure activities are implemented as planned and activities that are considered to be incorrect are corrected

3. PURPOSE OF CONTROLLING
Internal and external changes in an organization
Organization’s size and decentralization
Mistakes
Allocation of power and responsibilities

4. THE CONTROL PROCESS Set the standards Measure the actual performance
Compare the actual performance with the standards
Take correction action

5. Filtering or Yes/No control
Types of control
Feedforward control
Concurrent control
Filtering or Yes/No control
Feedback control

6. MANAGING ORGANIZATIONAL CONFLICT
Anticipate
Prevent
Identify
Manage
Resolve

7. CHAPTER 10: MANAGING AND LEADING CHANGE

8. LEVELS OF ORGANIZATIONAL CHANGE1
Shaping and anticipating 2
Defining what businesses to be in and their core competencies 3
Reengineering processes 4
Incrementally improving processes

9. NEED FOR ORGANIZATIONAL CHANGE
EXTERNAL FORCES
Global competition
Technological change
International economic integration
Global threats
Global recession
Maturation of markets in developed countries
INTERNAL FORCES
Structure change
Strategic change
Culture change
Learning organizations
Quality programs
Knowledge management
New business process, technologies and products

10. RESISTANCE TO CHANGE Individual’s predisposition toward change
Surprise and fear of the unknown
Climate of mistrust
Fear to failure
Loss of status and/or job security
Peer pressure
Past success
Lack of reward system

11. CHANGE PROCESS
Unfreezing
Changing
Refreezing

12. AREAS OF ORGANIZATIONAL CHANGE
Strategy
When a company makes productivity improvements in order to reduce costs
Technology
Technological change must be incorporated into the company’s overall systems
Structure
If a company wishes to implement more participative decision making, it has to change its hierarchical structure
People
All changes in work environment may affect people’s attitudes

13. MANAGING CREATIVITY AND INNOVATION
Production of new and useful ideas concerning products, services, processes and procedures by individuals or small groups of persons working together
Being independent and spontaneous and processing a problem solving attitude

14. MANAGING CREATIVITY AND INNOVATION
Introduction of a new idea into the marketplace in the form of new product or new market or an improvement in organization or process
Ideas have little value unless they are converted into useful product and services

15. COMPONENTS OF CREATIVITY & INNOVATION
Intrinsic motivation
Skills in task
Skill in creative thinking

16. ORGANIZATIONAL DEVELOPMENT
An ongoing, systematic process of implementing effective organizational change
Focused on understanding and managing organizational change
Primary purpose is to develop the organization

17. OBJECTIVE OF OD Increase level of inter-personal trust
Increase employees’ level of commitment
Confront problems
Manage conflict
Increase cooperation and collaboration
Increase organization’s problem solving