1. Chapter 15 Change Leadership and Stress
Planning Ahead
What is a learning organization?
What are the challenges of change leadership?
What is organization development?
What are the implications of job and workplace stress?
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2. Learning Organizations and Innovation
What is a Learning Organization?
a company that is able to continuously change and improve based on the lessons of experience
able to change due to the people, values and systems
Innovation is the way to gain competitive advantage so expect to change which sometimes causes stress and conflict.
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3. Learning Organizations and Innovation
Characteristics of learning organizations:
Everyone sets aside the old ways of thinking.
Everyone becomes self-aware and open to others.
Everyone learns how the whole organization works.
Everyone understands and agrees to a plan of action.
Everyone works together to accomplish the plan.
Remember Quadragraphics where you could outside your department and even to a management position so you understand above.
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4. The Nature of Innovation
Process of creating new ideas and putting them into practice
process: better ways of doing things
product: creation of new or improved goods and services
Actually we want a competitive advantage that can be come a Distinctive Advantage – advantage that cant easily be duplicated by competitors. .
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5. The Nature of Innovation
Staffing supports innovation.
Critical innovation roles include:
Idea generators – Can you become creative?
Information gatekeepers – let communication flow
Product champions – Long term thing vs project mgr.
Project managers (Usually designs and manages new products)
Innovation leaders
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6. The Challenges of Organizational Change/Learning
Change Leader
person who actively sponsors and leads the processess of change
Quality Process initiator – use lean production specialists, use Six Sigma specialists, train your inside change leader in these areas.
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7. The Challenges of Organizational Change
Top-Down Change
strategic and comprehensive changes are initiated with the goal of comprehensive impact on the organization and its performance capabilities
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8. The Challenges of Organizational Change
Bottom-up Change
initiative for change comes from persons throughout an organization and are supported by efforts of middle and lower level managers acting as change agents
If you decentralized, use cross-functional teams, concentrate improvements in value chain, work with supply-chain members, constantly support an open decentralized organizational structure, re-engineer process -- This will yield bottom-up change.
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9. The Challenges of Organizational Change
Targets for Change
Tasks (organize jobs and work flow
People (train and retrain)
culture
Technology (try to have technology be a solution and not the problem)
Structure (may have to be bureaucratic at times but probably creative people can come up with some solutions for improvement.)
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10. Managing Planned Change
Phases of Planned Change
Unfreezing: preparing for change
Changing: making actual changes
Refreezing: stabilizing after change
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Change Strategies
Force-Coercion
using power bases of legitimacy, rewards and punishment to induce change
direct forcing
political maneuvering
produces limited and temporary results
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Change Strategies
Rational Persuasion Strategies
change through persuasion backed by special knowledge, empirical data and rational argument
informational strategy which assumes that people are guided by facts and self interest
What does statement below mean?
People want control in their life—you give them ways to get control and they’ll be happy.
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Change Strategies
Shared Power Strategies(Answers question on previous slide about control)
identifies or establishes values and assumptions from which support for change will naturally emerge
based on empowerment
managers need reference power and strong interpersonal skills
slow process -- fast can be better to get change over with
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14. Overcome Resistance to Change by:
Education and Communication
Participation and Involvement
Facilitation and Support
Facilitation and Agreement
Manipulation and Co-optation
Explicit and Implicit Coercion
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Technological Change
What problems do you have with technological change? Its likely that employees will have same problem.
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16. Developing Organizations and Careers
Organization Development
Comprehensive approach to planned organizational change that involves the application of behavioral science in a systematic and long range effort to improve organizational effectiveness
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17. Developing Organizations and Careers
Goals and Process of Organizational Development
outcome goals: focus on task accomplishments
process goals: focus on the way people work together
Process and goals are pursued simultaneously
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18. Goals and Process of Organizational Development
Establish working relationship
Diagnosis
Intervention
Evaluation
Achieve terminal relationship
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19. Organization Development Interventions
Organization-wide Interventions
Survey feedback
Confrontation meeting– sensitivity training (T-groups)sessions, encounter groups, marathon sessions
Structural redesign
Management by objectives (MBO)
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20. Organization Development Interventions
Team Interventions
team building
process consultation
intergroup teambuilding
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21. Goals and Process of Organizational Development
Individual Interventions
sensitivity training (T-groups)
management training
role negotiation
job redesign
career planning
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22. Schermerhorn - Chapter 15
Stress
A state of tension experienced by individuals facing extraordinary demands, constraints, or opportunities.
Job-related stress goes hand-in-hand with the dynamic and sometimes uncertain nature of managerial work.
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Stress
Work factors as sources of stress:
Excessively high or low task demands
Role conflicts or ambiguities
Poor interpersonal relationships
Too slow or too fast career progress
Personal factors as sources of stress:
Needs, capabilities, personality
Non-work factors as sources of stress:
Family events
Economics
Personal affairs
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Stress
Consequences of stress
Constructive stress
Acts as a positive influence
Can be energizing and performance enhancing
Destructive stress
Acts as a negative influence
Breaks down a person’s physical and mental system.
Can lead to job burnout and/or workplace rage.
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Stress
Guidelines for coping with workplace stress:
Take control of the situation
Pace yourself
Open up to others
Do things for others
Exercise
Balance work and recreation
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26. Look at these and use them. Change and Career Readiness
behave like an entrepreneur
seek feedback on your performance continually
set up your own mentoring systems
get comfortable with teamwork
take risks to gain experience and learn new skills
be a problems solver
keep your life in balance
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