stephen p robbins

1. Copyright © 2012 Pearson Education, Inc.
Publishing as Prentice Hall
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
6-1

2. Copyright © 2012 Pearson Education, Inc.
Publishing as Prentice Hall
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
6-2
• Compare and contrast views on the change
process
• Classify types of organizational change
• Explain how to manage resistance to change
• Discuss contemporary issues in managing
change
• Describe techniques for stimulating innovation

3. Copyright © 2012 Pearson Education, Inc.
Publishing as Prentice Hall
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
6-3
The Change Process
If it weren’t for change, a manager’s job would be
relatively easy. Planning would be simple because
tomorrow would be no different from today. Similarly,
decision making would be easy.
• But that’s not the way it is. Change is an organizational
reality.
• Organizations face change because external and
internal factors create the need for change

4. Copyright © 2012 Pearson Education, Inc.
Publishing as Prentice Hall
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
6-4
Exhibit 6-1: External and Internal
Forces for Change

5. Copyright © 2012 Pearson Education, Inc.
Publishing as Prentice Hall
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
6-5
The Three-Step Change Process
Kurt Lewin Said successful
change can be planned and
requires:
1. Unfreezing the status
quo.
2. Changing to a new state
3. Refreezing to make the
change permanent.

6. Copyright © 2012 Pearson Education, Inc.
Publishing as Prentice Hall
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
6-6
Organizational Change and
Change Agents
• Organizational Change - any alterations in the
people, structure, or technology of an
organization.
• Change Agents - persons who act as catalysts
and assume the responsibility for managing
the change process.

7. Copyright © 2012 Pearson Education, Inc.
Publishing as Prentice Hall
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
6-7
Types of Change Agents
• Managers: internal
entrepreneurs
• Non-managers: change
specialists
• Outside consultants:
change implementation
experts

8. Copyright © 2012 Pearson Education, Inc.
Publishing as Prentice Hall
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
6-8
Types of Change
• Structure
– Changing an organization’s structural components or its
structural design
• Technology
– Adopting new equipment, tools, or operating methods
that displace old skills and require new ones
• Automation - replacing certain tasks done by people with
machines
• Computerization
• People
– Changing attitudes, expectations, perceptions, and
behaviors of the workforce

9. Copyright © 2012 Pearson Education, Inc.
Publishing as Prentice Hall
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
6-9
Exhibit 6-3: Three Types of Change

10. Copyright © 2012 Pearson Education, Inc.
Publishing as Prentice Hall
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
6-10
Organizational Development
• Organizational Development (OD) -
techniques or programs to change people and
the nature and quality of interpersonal work
relationships.

11. Copyright © 2012 Pearson Education, Inc.
Publishing as Prentice Hall
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
6-11
Exhibit 6-4: Popular OD Techniques

12. Copyright © 2012 Pearson Education, Inc.
Publishing as Prentice Hall
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
6-12
Managing Resistance to Change
• Why People Resist Change
– The ambiguity and uncertainty that change
introduces
– The comfort of old habits
– A concern over personal loss of status, money,
authority, friendships, and personal convenience
– The perception that change is incompatible with
the goals and interest of the organization

13. Copyright © 2012 Pearson Education, Inc.
Publishing as Prentice Hall
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
6-13
Exhibit 6-5: Techniques for Reducing
Resistance to Change

14. Copyright © 2012 Pearson Education, Inc.
Publishing as Prentice Hall
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
6-14
Changing Organizational Culture
• Cultures are naturally resistant to change.
• Conditions that facilitate cultural change:
– The occurrence of a dramatic crisis
– Leadership changing hands
– A young, flexible, and small organization
– A weak organizational culture

15. Copyright © 2012 Pearson Education, Inc.
Publishing as Prentice Hall
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
6-15
Exhibit 6-6: Changing Culture

16. Copyright © 2012 Pearson Education, Inc.
Publishing as Prentice Hall
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
6-16
Stress and Stressors
• Stress - the adverse reaction people have to
excessive pressure placed on them from
extraordinary demands, constraints, or
opportunities.
• Stressors - factors that cause stress. In can be
organizational factors or personal factors

17. Copyright © 2012 Pearson Education, Inc.
Publishing as Prentice Hall
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
6-17
What Causes Stress? (Organizational
factors)
1. Task demands :factors related to an employee’s job.
2. Role Demands:
 Role Conflicts - work expectations that are hard to satisfy.
 Role Overload - having more work to accomplish
than time permits.
 Role Ambiguity - when role expectations are not
clearly understood.
3. Interpersonal demands: pressures created by
other employees. (Lack of social support from
colleagues & poor interpersonal relationships)

18. Copyright © 2012 Pearson Education, Inc.
Publishing as Prentice Hall
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
6-18
Exhibit 6-7: Symptoms of Stress

19. Copyright © 2012 Pearson Education, Inc.
Publishing as Prentice Hall
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
6-19
Innovation
• Innovation is the key to continued success.
• Creativity - the ability to combine ideas in a
unique way or to make an unusual
association.
• Innovation - turning the outcomes of the
creative process into useful products, services,
or work methods.

20. Copyright © 2012 Pearson Education, Inc.
Publishing as Prentice Hall
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
6-20
Exhibit 6-9: World’s Most
Innovative Companies

21. Copyright © 2012 Pearson Education, Inc.
Publishing as Prentice Hall
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
6-21
Stimulating and Nurturing
Innovation
• Getting the desired outputs (innovative products
and work methods) involves transforming inputs.
These inputs include creative people and groups
within the organization.
• But having creative people isn’t enough. It takes the
right environment to help transform those inputs into
innovative products or work methods.
• This “right” environment is, an environment that
stimulates innovation. It includes three variables: the
structural Variable, cultural variable, and human
resource variable.

22. Copyright © 2012 Pearson Education, Inc.
Publishing as Prentice Hall
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
6-22
Exhibit 6-10: Innovation Variables
IDEAL CHAMPION

23. Copyright © 2012 Pearson Education, Inc.
Publishing as Prentice Hall
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
6-23
Ideal Champions
• Idea Champions -
individuals who actively
and enthusiastically
support new ideas,
build support,
overcome resistance,
and ensure that
innovations are
implemented.

24. Copyright © 2012 Pearson Education, Inc.
Publishing as Prentice Hall
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
6-24
Terms to Know
• organizational change
• change agent
• organizational development (OD)
• stress
• creativity
• innovation
• idea champion

25. Copyright © 2012 Pearson Education, Inc.
Publishing as Prentice Hall
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
6-25