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Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.1
Chapter 13Managing Change and Innovation
Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.2
What is Change? Alterations in people Alterations in structure Alterations in technology
Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.3
Categories of Change
STRUCTUREAuthority relationshipsCoordinating mechanismsJob redesignSpans of control
PEOPLE
AttitudesExpectationsPerceptionsBehaviour
TECHNOLOGY
Work processesWork methodsEquipment
Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.4
External Forces of Change Marketplace Government laws and regulations Technology Economic
Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.5
Internal Forces of Change Corporate strategy The workforce Technology and equipment Employee attitudes
Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.6
Change Agents
OutsideConsultants
StaffSpecialistsManagers
C
Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.7
Resistance to Change
Fear of losingsomething
of value
IndividualResistance
Belief that changeIs not good fororganization
Fear ofunknown
Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.8
Reducing Resistance to Change Education and communication Participation Facilitation and support Negotiation Manipulation and co-optation Coercion
Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.9
Categories of Change Structure (teams) Technology (continuous improvement) People (training)
Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.10
Organization Development
Planned, long-term, organization-wide change initiative that focuses
on values and beliefs
Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.11
OD Techniques: Survey Feedback
I’d like to ask somequestionsto help usunderstandwhat you think aboutthe leadershipin our company.
Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.12
OD Techniques: Team Building
It is importantfor us to learnto work togetherand sing from thesame song sheet
Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.13
OD Techniques
Process consultation Intergroup development
Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.14
Stressin the
Workplace
Constraints
Opportunities
Demands
Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.15
Stressors
PersonalPersonalityFamilyFinances
OrganizationalTask demandsRole demandsInterpersonalStructureLeadershipSTRESS
Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.16
Ways to Reduce Stress
Proper match of employees to job Clear expectations Employee assistance programs Wellness programs
Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.17
What IsCreativity?
Combining new ideas in
unique ways or making
unusual connections
What IsInnovation?
Process of taking creative
idea and making into a
useful product, service,
or method of operation
Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.18
Innovation Process
Perception
Innovation
Incubation
Inspiration
Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.19
Fostering Innovation Structure Culture Human resource practices
Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.20
CharacteristicsCharacteristicsof anof an
InnovativeInnovativeCultureCulture
AmbiguityAmbiguity
ExternalExternalControlsControls
ImpracticalImpractical
RiskRiskConflictConflict
OpenOpenSystemsSystems
Ends/MeansEnds/Means
Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.21
Entrepreneurs and Innovation Key characteristic Supportive culture Need to be able to do something with
ideas