1. Managing Change and Innovation Chapter 9

2. Learning Objectives 1. DESCRIBE what change variables are within a manager’s control. 2. IDENTIFY external and internal forces for change. 3. EXPLAIN how managers can serve as change agents. 4. CONTRAST the “calm waters” and “white water rapids” metaphors for change. 5. EXPLAIN why people are likely to resist change. What will I be able to do after I finish this chapter?

3. Learning Objectives 6. LIST techniques for reducing resistance to change. 7. IDENTIFY what is meant by the term organization development and specify four popular OD techniques. 8. EXPLAIN the causes and symptoms of stress. 9. DIFFERENTIATE between creativity and innovation. 10. EXPLAIN how organizations can stimulate innovation. What will I be able to do after I finish this chapter?

4. Three Categories of Change Structure Authority relationships Coordinating mechanisms Job redesign Spans of control Technology Work processes Work methods Equipment People Attitudes Expectations Perceptions Behavior

5. The Change Process Changing Refreezing Unfreezing

6. Why People Resist Change Individual resistance Fear of losing something of value Belief that change is not good for the organization Fear of the unknown

7. Techniques for Reducing Resistance to Change Education andWhen resistanceClear upMay not work communicationis due tomisunderstandings where mutual trustmisinformation and credibility are lacking ParticipationWhen resistersIncreasesTime-consuming; have the expertiseinvolvement andhas potential for a to make a acceptancepoor solution contribution Facilitation andWhen resistersCan facilitateExpensive; no supportare fearful andneededguarantee of anxiety-riddenadjustmentssuccess NegotiationNecessary whenCan “Buy”Potentially high resistance comescommitmentcost; opens door from a powerfulfor others to apply grouppressure, too ManipulationWhen a powerfulInexpensive easyCan backfire, and co-optationgroup’s endorsementway to gaincausing change is neededsupportagent to lose credibility CoercionWhen a powerfulInexpensive & easyMay be illegal; group’s endorsementway to gainmay undermine is neededsupportchange agent’s credibility TECHNIQUEWHEN USEDADVANTAGEDISADVANTAGES

8. Major Stressors STRESS Personal Personality type Family matters Financial problems Organizational Role ambiguity Role conflict Role overload Technological advancements Reengineering, downsizing Restructuring

9. Becoming More Creative Think of yourself as creative Pay attention to your intuition Move away from your comfort zone Engage in activities that put you outside your comfort zone Seek a change of scenery

10. Becoming More Creative Find several right answers Play your own devil’s advocate Believe in finding a workable solution Brainstorm with others Turn creative ideas into action

11. להיות יצירתי חפש ומצא תשובות נכונות רבות היה “ פרקליט השטן ” של עצמך האמן שניתן לאתר פתרון שימושי יישם בפעולה רעיונות יצירתיים ערוך סיעור מוחות עם אחרים ראה את עצמך כאדם יצירתי שים לב לאינטואיציות שלך חפש פעילויות המחייבות אל תסתפק במוכר, ידוע ונוח לך

12. Chapter Check 1. What change variables are within a manager’s control? 2. What are some external and internal forces for change? 3. How can managers serve as change agents? 4. What are the “calm waters” and “white water rapids” metaphors for change? 5. Why are people likely to resist change?

13. Chapter Check 6. What are some techniques for reducing resistance to change? 7. What is meant by the term organization development? Specify four popular OD techniques. 8. What are the causes and symptoms of stress? 9. What are the differences between creativity and innovation? 10. How can organizations stimulate innovation?