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Lec8 chp10
 

Lec8 chp10

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    Lec8 chp10 Lec8 chp10 Presentation Transcript

    • Managing Change and Innovation CHAPTER 10 0
      • Define organizational change and explain the forces driving innovation and change in today’s organization.
      • Identify the three innovation strategies managers implement for changing products and technologies.
      • Explain the value of creativity , idea incubators, horizontal linkages, open innovation, idea champions, and new-venture teams for innovation.
      • Discuss why changes in people and culture are critical to any change process.
      • Define organizational development (OD) and large group interventions.
      • Explain the OD stages of unfreezing, changing, and refreezing.
      • Identify sources of resistance to change.
      • Explain force-field analysis and other implementation tactics that can be used to overcome resistance.
      Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0 Learning Outcomes
    • Innovation and the Changing Workplace
      • In today’s dynamic environment, managing change and innovation is key
      • Organizations must embrace many types of change
      • Today’s successful companies are continually innovating
      • Organizational change requires the adoption of new ideas and/or behavior
      • Many organizations struggle with changing successfully…..
      Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
    • Changing Things: New Products and Technologies
      • There are three critical innovation strategies for changing products and technologies .
      • Exploration is where ideas for new products and technologies are born.
      • Cooperation guides internal and external coordination .
      • Entrepreneurship is the culture of generating and pushing forward new ideas.
      Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
    • Ambidextrous Change
      • Incorporating structures and processes that are appropriate for both the creative impulse and for the systematic implementation of innovations .
      Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
    • Characteristics of Creative People an Organizations Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
    • The World’s Most Innovative Companies Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
    • Coordination Model for Innovation Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. Horizontal linkage model – an approach to product change that emphasizes shared development of innovations among several departments. 0
    • Four Roles in Organizational Change Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. New Venture Team – separate team responsible for developing and initiating innovations Skunkworks – separate, small, informal group that focuses on breakthrough ideas 0
    • Changing People and Culture
      • Training and Development
      • Organization Development (OD)
      • Three challenges requiring OD Development
        • Mergers/acquisitions
        • Organizational decline/ revitalization
        • Conflict Management
      • Organizational Development activities may include team-building, surveys, or large-group interventions
      Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
    • OD Approaches to Culture Change Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
    • Organizational Development Steps
      • Unfreezing. Expose the problem and the need for change.
      • Changing. Experiment with new behaviors and learn new skills.
      • Refreezing. Acquire new attitudes and values with organizational reward.
      Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
    • Implementing Change
      • Need for Change. Many people are not willing to change. Managers must recognize the need and make others aware.
      • Resistance to Change. Getting others to understand the need for change is the first step.
        • Self-interest
        • Lack of Understanding and Trust
        • Uncertainty
        • Different Assessment and Goals
      Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
    • Force-Field Analysis
      • Change was a result of the competition between driving and restraining forces.
      • Driving forces are the problems and opportunities that provide motivation to change.
      • Restraining forces are the various barriers to change.
      • Managers should recognize the driving force and the restraining forces.
      • As barriers are reduced, behavior will shift.
      Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
    • Tactics for Overcoming Resistance to Change
      • Communication, education
      • Participation
      • Negotiation
      • Coercion
      • Top Management Support
      Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0