kot shakir tehsil 18 hazari distt jhang punjab pakistan

1. MANAGING CHANGE &
INNOVATION

2. PRESENTED BY:
•Muhammad Saeed Mustafa
MBPM S15007
MBA

3. AN OVERVIEW OF TOPICS:
•‘Change’ and ‘Change Management’
•The change process
•Two views of change
•Types of organizational change
•Issues in managing change
•Making change happen successfully
•Innovation

4. CHANGE
Change is a process that can be enabled, not managed
CHANGE MANAGEMENT
The management of change and development within
an organization is called change management.

5. THE CHANGE PROCESS
EXTERNAL INTERNAL
• Changing consumer needs
and wants
• New organizational strategy
• New governmental laws • Change in composition of
workforce
• Changing technology • New equipment
• Economic changes • Changing employee
attitudes

6. TWO VIEWS OF THE CHANGE
PROCESS
TWO METAPHORS
The calm waters
metaphor
White-water
rapids metaphor

7. TWO VIEWS OF CHANGE PROCESS
1.The calm waters metaphor
Change – an
occasional storm

8. Kurt Lewin’s three step
change process

9. 2.WHITE-WATER RAPIDS
METAPHOR
• Unstable and unpredictable
• Today, organizations and managers cannot
afford to be complacent
• Change is consistent with increasing
information, ideas and knowledge.

10. ORGANIZATIONAL CHANGE
Outside
consul-
tant
Change
agent
Organizatio
nal Change
An alteration of
people, structure or
technology in an
organization

11. TYPES OF CHANGE
• Structural components
• Structural designStructure
• Work process
• Methods
• Equipment
Technology
• Attitudes, expectations, perceptions
and behavior – individual & groupPeople

12. WHY DO PEOPLE RESIST
CHANGE?
• Change replaces the known with uncertainty
• Doing things out of habit.
• Fear of losing something already possessed
• Change is incompatible with goals and
interests of the organization

13. Techniques for reducing resistance to
change
1. Education and communication
2. Participation
3. Facilitation and support
4. Manipulation
5. Co-operation
6. Coercion

14. CONTEMPORARY ISSUES IN
MANAGING CHANGE
1. Organizational culture
•Understanding the situational factors
•Making changes in culture

15. 2. EMPLOYEE STRESS
‘Stress is the adverse reaction people have to excessive pressure placed on
them due to extraordinary demands, constraints or opportunities.’
WHAT CAUSES STRESS?
1. Personal 2. Job-related
SYMPTONS OF STRESS
• Physical
• Psychological
• Behavioural
HOW CAN STRESS BE REDUCED?

16. 3. HOW CAN MANAGERS MAKE
CHANGE HAPPEN SUCCESSFULLY?
1.Make the organization change-capable
2.Understand their own role in the process
3.Give individual employee a role in the change process
CHANGE-CAPABLE ORGANIZATIONS

19. CREATIVITY INNOVATION
The ability to combine
ideas in a unique way or
to make unusual
associations between
ideas
Turning outcomes of
creative ideas into useful
products or work methods

20. 1. STRUCTURAL VARIABLES
Organic structures
Higher Interunit
Communication
Minimal time
pressure
Work & non-
work support
Abundant resources

21. 2. CULTURAL VARIABLES
Acceptance of ambiguity
Provide positive feedback
Open system focus
Focus on ends rather than
means
Tolerate risk & conflict
Lower external controls
Tolerate the impractical

22. 3. HUMAN RESOURCE VARIABLES:
High commitment
to Training &
Development
Creative people
High job security

24. FOR BEING A PATIENT AUDIENCE