Lec8 chp10

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Lec8 chp10

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

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