Robbins Fom06 Basic 07

8/13/2019 Robbins Fom06 Basic 07

1/30

PowerPoint Presentation by Charlie CookThe University of West Alabama

C H A P T E R

7Part III: Organizing

Fundamentals of ManagementSixth EditionRobbins and DeCenzowith contributions from Henry Moon

2008 Prentice Hall, Inc.All rights reserved.

Managing Change, Stress,

and Innovation


2/30

2008 Prentice Hall, Inc. All rights reserved. 72

L E A R N I N G O U T C O M E S

1. Describe what change variables are within a

managers control.

2. Identify external and internal forces for change.

3. Explain how managers can serve as change agents.

4. Contrast the calm waters and white-water rapids

metaphors for change.

5. Explain why people are likely to resist change.6. Describe techniques for reducing resistance to

change.

After reading this chapter, you will be able to:


3/30


L E A R N I N G O U T C O M E S (contd)

7. Identify what is meant by the term organization

development(OD) and specify four popular OD

techniques.

8. Explain the causes and symptoms of stress.

9. Differentiate between creativity and innovation.

10. Explain how organizations can stimulate innovation.

After reading this chapter, you will be able to:


4/30


What Is Change?

Change

Is an alteration of an organizations environment,

structure, technology, or people.

A constant force

An organizational reality

An opportunity or a threat

Change Agent

Is a person who initiates and assumes the

responsibility for managing a change in an

organization.


5/30


EXHIBIT 71 Three Categories of Change


6/30


Forces For Change

External Forces

Marketplace

competition

Government laws and

regulations

New technologies

Labor market shifts

Cycles in the

economy Social change

Internal Forces

Strategy modifications

New equipment

New processes

Workforcecomposition

Restructured jobs

Compensation and

benefits Labor surpluses and

shortages

Employee attitudes


7/30 2008 Prentice Hall, Inc. All rights reserved. 77

Two Views Of The Change Process

Calm Waters Metaphor

Describes traditional practices in and theories about

organizations that likens the organization to a large

ship making a predictable trip across a calm sea and

experiencing an occasional storm.

White-Water Rapids Metaphor

Describes the organization as a small raft navigating

a raging river.


8/30


Steps in Change-Management

1. Assess the climate for change.

2. Choose an appropriate approach for managing the

resistance to change.

3. During the time the change is being implemented and

after the change is completed, communicate with

employees regarding what support you may be able to

provide.


9/30


Change in Calm Waters

Kurt Lewins Three-Step Process

Unfreezing

The driving forces, which direct behavior away from the

status quo, can be increased.

The restraining forces, which hinder movement from theexisting equilibrium, can be decreased.

The two approaches can be combined.

Implementation of change

Refreezing

Establishing a new equilibrium state.


10/30


EXHIBIT 72 The Change Process


11/30


Change In White-Water Rapids

Change is constant in a dynamic environment.

The only certainty is continuing uncertainty.

Competitive advantages do not last.

Managers must quickly and properly react tounexpected events by:

Being alert to problems and opportunities.

Becoming change agents in stimulating,

implementing and supporting change in the

organization.


12/30


EXHIBIT 73 Why People Resist Change


13/30


EXHIBIT 74 Techniques for Reducing Resistance to Change

Education and communication

Participation

Facilitation and supportNegotiation

Manipulation and co-optation

Coercion


14/30


Making Changes in the Organization

Change

Structure

Change

People

Managers Options

for Change

Change

Technology


15/30


Implementing Planned Changes

Organization Development (OD)

Is an activity (intervention) designed to facilitate

planned, long-term organization-wide change.

Focuses on the attitudes and values of organizational

members;

Is essentially an effort to change an organizations culture.


16/30


Typical OD Techniques

Survey

Feedback Team-Building

Popular Organizational

Development Techniques

Process

Consultation

Intergroup

Development


17/30


Stress: The Aftermath Of Organizational

Change

Stress

Occurs when individuals confront a situation related

to their desires for which the outcome is perceived to

be both uncertain and important. Positive stress: when the situation offers an opportunity for

one to gain something

Negative stress: when constraints or demands are placed on

individuals

Stressor

Is a factor that causes stress.


18/30


Sources of Stress

Constraints

Are barriers that keep us from doing what we desire.

Inhibit individuals in ways that take the control of a

situation out of their hands

Demands Cause persons to give up something they desire.

Can preoccupy your time and force you to shift

priorities.


19/30


EXHIBIT 75 Change, Dilbert Style

Source: Dilbert reprinted United Feature Syndicate, Inc.


20/30


EXHIBIT 76 Major Stressors


21/30


Organizational Stress Factors

Tasks

Roles

OrganizationStructure

InterpersonalDemands

OrganizationalLeadership


22/30


Organizational Stressors: Role Demands

Role Conflicts

Are work expectations that are hard to satisfy.

Role Overload

Is the result of having more work to accomplish than

time permits. Role Ambiguity

Occurs when role expectations are not clearly

understood.


23/30


Personal Factors: Personality Types

Type A Personality

People who have a

chronic sense of

urgency and an

excessive competitive

drive.

Type B Personality

People who are

relaxed and

easygoing and accept

change easily.


24/30


Symptoms Of Stress

Psychological

Symptoms

Increased tension

Anxiety

Boredom

Procrastination

Behavior-related

Symptoms

Changes in eating

habits

Increased smoking

Substance

consumption

Rapid speech

Sleep disorders


25/30


Reducing Stress

Person-Job Fit Concerns

Match employees to their jobs, clarify expectations,

redesign jobs, and increase employee involvement

and participation.

Employee Assistance Programs (EAPs)

Help employees overcome personal and health-

related problems.

Wellness Programs

Help employees prevent health problems.


26/30


Stimulating Innovation

Creativity

Is the ability to combine ideas in a unique way or to

make unusual connections.

Innovation

Is the process of taking a creative idea and turning itinto a useful product, service, or method of

operation.

Perception

Incubation Inspiration

Innovation


27/30


Variables Stimulating Innovation

Innovation

Organization

Structure

Human Resources

Practices

Organizational

Culture


28/30


Structural Variables Affecting Innovation

Organic Structure

Positively influences innovation through less work

specialization, fewer rules and decentralization.

Easy Availability of Plentiful Resources

Allow management to purchase innovations, bearthe cost of instituting innovations, and absorb

failures.

Frequent Interunit Communication

Helps to break down barriers to innovation by

facilitating interaction across departmental lines.


29/30


Characteristics of an Innovative Culture

Acceptance of ambiguity

Tolerance of the

impractical

Low external controls

Tolerance of risk

Tolerance of conflict

Focus on ends rather than

on means Open systems focus


30/30

2008 Prentice Hall Inc All rights reserved 7 30

HR Variables Affecting Innovation

HR Practices that Foster Innovation

Promoting of training and development so employee

knowledge remains current

Offering employees high job security to reduce fear

of making mistakes and taking risks

Encouraging employees to become champions of

change

Date post:	04-Jun-2018
Category:	Documents
Upload:	happymanksa
View:	217 times
Download:	0 times

Robbins Fom06 Basic 07

Documents