This document discusses organizational change and innovation. It addresses why organizations need to change due to external forces. It describes the three step change process of moving from the status quo to a new state and making the change permanent. It also discusses why people resist change due to factors like uncertainty and habit. Finally, it provides techniques for managing resistance to change and ways managers can encourage innovation in an organization such as stimulating creativity and having idea champions.

1. MANAGING
CHANGE & INNOVATION
Mohammed Al-Akram
Mohammed Al-Sawi
Mohammed Saad
UNIVERSITY OF KHARTOUM

2. STRESS
KILLS

3. WHAT IS
CHANGE?

4. IF IT WEREN’T FOR
CHANGE,
A MANAGER’S JOB
WOULD BE
EASY.

5. Any alteration of an organization’s people,
structure, or technology
ORGANIZATIONAL
CHANGE

6. Structure Technology People
CATEGORIES OF
ORGANIZATIONAL
CHANGE

7. STRUCTURE
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8. TECHNOLOGY
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9. PEOPLE
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10. WHY
DO RGANIZATION
NEED TO CHANGE?

11. EXTERNAL FORCES
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12. THE IMPACT
OF EXTERNAL FORCES
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13. Initiate Organizational
Change?
WHO

14. People who act as change catalysts and assume the
responsibility for managing the change process
CHANGE AGENT

15. TYPES OF
CHANGE AGENTS

16. Does Organizational
Change Happen?
HOW

17. CALM WATERS
METAPHOR

18. THE THREE-STEP
CHANGE PROCESS

19. Status Quo New State
Make it
Permanent

20. THE CHANGE
ARCHIVED IN
THE
FOLLOWING
WAYS..

21. THE DRIVING FORCES

22. THE RESTRAINING FORCES

23. THE TWO APPROACHES CAN
BE COMBINED

24. WHITE-WATER
RAPIDS

25. “If you look at a typical week I
have, it’s a combination of
trying to lead a company in
change in an industry in
change.”
- Susan Whiting

26. DOES
EVERY MANAGER FACE
A WORLD OF
CONSTANT AND
CHAOTIC CHANGE?

27. Short answer is NO, but the
numbers who don’t is
dwindling.
NO!
I LOVE MY FRIENDS!

28. do organizations
implement planned
changes?
HOW

29. SURVEY
FEEDBACK

30. PROCESS
CONSULTATION

31. TEAM-BUILDING

32. INTERGROUP
DEVELOPMENT

33. MANAGING
RESISTANCE

34. CHANGE IS
HARD

35. BUT WHAT IF
CHANGE WAS APPEALING?

37. YES FOR
APPEALING

38. Do People Resist
Organizational
Change?
WHY

39. uncertainty

40. habit
45% of our life’s
decisions are out of
habits

41. personal loss
concern over

42. change isn’t going
to work
belief

43. HOW WE CAN DEAL WITH
RESISTANCE TO CHANGE?

44. TECHNIQUES

45. EDUCATION &
COMMUNICATION 1

46. PARTICIPATION 2

47. FACILITATION AND
SUPPORT 3

48. NEGOTIATION 4

49. MANIPULATION AND
CO-OPTATION 5

50. COERCION 6

51. True Story
The Power of
Habits

52. Paul O'Neill
1987 to 1999

53. REACTIONS TO
ORGANIZATIONAL CHANGE

54. STRESS

55. SYMPTOMS OF
STRESS

56. SYMPTOMS
OFSTRESS
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57. SYMPTOMS
OFSTRESS
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58. SYMPTOMS
OFSTRESS

59. CAUSES OF
STRESS
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STRESSORS

60. CAUSES OF
STRESS
PERSONAL
FACTORS

61. OF STRESS
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62. HOW CAN MANAGERS ENCOURAGE
INNOVATION IN AN ORGANIZATION?

63. “Innovation is the key to
continued success.”
- Ajay Banga, CEO

64. “We innovate today to
secure the future.
- Sophie Vandebroek, CTO

65. Success in business today demands
innovation, in the dynamic , chaotic world
of global competition.

66. Organizations must create new products
and services if they’re hoping to continue
to be successfully.

67. Are Creativity and
Innovation Related?
HOW

68. CREATIVITY

69. But creativity by itself isn’t
enough.

70. INNOVATION

72. is involved in innovation?
WHAT

73. PERCEPTION 1

74. INCUBATION 2

75. INSPIRATION 3

76. INNOVATION 4

77. STIMULATING INNOVATION
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79. to stimulate innovation?
HOW

80. STIMULATE
INNOVATION

81. STRUCTURAL
VARIABLES
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82. CULTURAL
VARIABLES

83. HUMAN RESOURCE
VARIABLES
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84. Individuals who actively and enthusiastically
support new ideas, build support for, overcome
resistance to, and ensure that innovations are
implemented
IDEA CHAMPIONS

85. wrap up!

86. Merci
Beaucoup!
Marshall
Method