1. Change and the Organization

2. Overview Changing the organization Change and stress
How to stimulate innovation
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3. 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?
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4. Changing the Organization
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5. 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
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6. Changing Technology
Changing technology means changing the way people do the work and the equipment they use to do it
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7. Changing People
Changes in people are such things as changes in employee attitudes, expectations, perceptions, and behaviors
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8. Organizational Development
Organizational development (OD) is activity to make planned long-term change within the organization easier
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9. Typical OD Techniques Survey Feedback Process Consultation
Team Building
Intergroup Development
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10. Change and Stress
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11. 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
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12. Major Stressors Chapter 6 Lesson 2
Taken from Fundamentals of Management, 5th Ed. By Robbins/DeCenzo, p. 246 Pearson Prentice Hall, 2005
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13. Common Causes of Stress
Task Demands
Role Demands
Interpersonal Demands
Organizational Structure
Organizational Leadership
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14. Stress Indicators Physiological Problems Psychological Problems
Behavioral Problems
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15. How Managers Can Reduce Stress
Ensure a Good Job Fit
Make Lines of Authority Clear
Clearly Define Expectations
Let Employees Have a Say
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16. 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
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17. 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.
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18. How to Stimulate Innovation
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19. 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.
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20. Four Steps of Creativity
Perception
Incubation
Inspiration
Innovation
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21. 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
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22. 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
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23. 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
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24. 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.
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25. 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

26. 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
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27. 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
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28. 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
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29. 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
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30. Summary Changing the organization Change and stress
How to stimulate innovation
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31. Stress and Time Management
What’s Next…
Managing Yourself ~
Stress and Time Management
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