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  • 1. Managing Change and Innovation CHAPTER 10 0
  • 2.
    • 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
  • 3. 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
  • 4. 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
  • 5. 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
  • 6. Characteristics of Creative People an Organizations Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
  • 7. The World’s Most Innovative Companies Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
  • 8. 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
  • 9. 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
  • 10. 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
  • 11. OD Approaches to Culture Change Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
  • 12. 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
  • 13. 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
  • 14. 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
  • 15. 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