Schermerhorn - Chapter 151 Chapter 15 Change Leadership and Stress 4 Planning Ahead –What is a...

Schermerhorn - Chapter 15 1

Chapter 15Change Leadership and Stress

Planning Ahead– What is a learning organization?– What are the challenges of change leadership?– What is organization development?– What are the implications of job and workplace

stress?


Learning Organizations and Innovation What is a Learning Organization?

– a company that is able to continuously change and improve based on the lessons of experience

– able to change due to the people, values and systems

– Innovation is the way to gain competitive advantage so expect to change which sometimes causes stress and conflict.


Learning Organizations and Innovation Characteristics of learning organizations:

– Everyone sets aside the old ways of thinking.– Everyone becomes self-aware and open to others.– Everyone learns how the whole organization works.– Everyone understands and agrees to a plan of action.– Everyone works together to accomplish the plan.

– Remember Quadragraphics where you could outside your department and even to a management position so you understand above.


The Nature of Innovation

Innovation– Process of creating new ideas and putting them into

practice• process: better ways of doing things

• product: creation of new or improved goods and services

Actually we want a competitive advantage that can be come a Distinctive Advantage – advantage that cant easily be duplicated by competitors.

» .


The Nature of Innovation

Staffing supports innovation. Critical innovation roles include:

– Idea generators – Can you become creative?– Information gatekeepers – let communication flow– Product champions – Long term thing vs project mgr.– Project managers (Usually designs and manages new

products)– Innovation leaders


The Challenges of Organizational Change/Learning Change Leader

– person who actively sponsors and leads the processess of change

– Quality Process initiator – use lean production specialists, use Six Sigma specialists, train your inside change leader in these areas.


The Challenges of Organizational Change Top-Down Change

– strategic and comprehensive changes are initiated with the goal of comprehensive impact on the organization and its performance capabilities


The Challenges of Organizational Change Bottom-up Change

– initiative for change comes from persons throughout an organization and are supported by efforts of middle and lower level managers acting as change agents

– If you decentralized, use cross-functional teams, concentrate improvements in value chain, work with supply-chain members, constantly support an open decentralized organizational structure, re-engineer process -- This will yield bottom-up change.


The Challenges of Organizational Change

Targets for Change – Tasks (organize jobs and work

flow– People (train and retrain)– culture– Technology (try to have

technology be a solution and not the problem)

– Structure (may have to be bureaucratic at times but probably creative people can come up with some solutions for improvement.)


Managing Planned Change

Phases of Planned Change– Unfreezing: preparing

for change

– Changing: making actual changes

– Refreezing: stabilizing after change


Change Strategies

Force-Coercion– using power bases of

legitimacy, rewards and punishment to induce change

• direct forcing

• political maneuvering

– produces limited and temporary results


Change Strategies

Rational Persuasion Strategies– change through persuasion backed by special

knowledge, empirical data and rational argument

– informational strategy which assumes that people are guided by facts and self interest

– What does statement below mean?– People want control in their life—you give

them ways to get control and they’ll be happy.


Change Strategies

Shared Power Strategies(Answers question on previous slide about control)– identifies or establishes values and assumptions from

which support for change will naturally emerge

– based on empowerment

– managers need reference power and strong interpersonal skills

– slow process -- fast can be better to get change over with


Overcome Resistance to Change by: Education and Communication Participation and Involvement Facilitation and Support Facilitation and Agreement

Manipulation and Co-optation Explicit and Implicit Coercion


Technological Change

What problems do you have with technological change? Its likely that employees will have same problem.


Developing Organizations and Careers Organization Development

– Comprehensive approach to planned organizational change that involves the application of behavioral science in a systematic and long range effort to improve organizational effectiveness


Developing Organizations and Careers

Goals and Process of Organizational Development– outcome goals: focus on

task accomplishments

– process goals: focus on the way people work together

Process and goals are pursued simultaneously


Goals and Process of Organizational Development Establish working relationship Diagnosis Intervention Evaluation Achieve terminal relationship


Organization Development Interventions Organization-wide Interventions

– Survey feedback– Confrontation meeting– sensitivity training (T-

groups)sessions, encounter groups, marathon sessions

– Structural redesign– Management by objectives (MBO)


Organization Development Interventions

Team Interventions– team building

– process consultation

– intergroup teambuilding


Goals and Process of Organizational Development Individual Interventions

– sensitivity training (T-groups)– management training– role negotiation– job redesign– career planning


Stress

A state of tension experienced by individuals facing extraordinary demands, constraints, or opportunities.

Job-related stress goes hand-in-hand with the dynamic and sometimes uncertain nature of managerial work.


Stress

Work factors as sources of stress:– Excessively high or low task demands– Role conflicts or ambiguities– Poor interpersonal relationships– Too slow or too fast career progress

Personal factors as sources of stress:– Needs, capabilities, personality

Non-work factors as sources of stress:– Family events– Economics– Personal affairs


Stress

Consequences of stress– Constructive stress

• Acts as a positive influence

• Can be energizing and performance enhancing

– Destructive stress• Acts as a negative influence

• Breaks down a person’s physical and mental system.

• Can lead to job burnout and/or workplace rage.


Stress

Guidelines for coping with workplace stress:– Take control of the situation– Pace yourself– Open up to others– Do things for others– Exercise– Balance work and recreation


Look at these and use them.Change and Career Readiness behave like an entrepreneur seek feedback on your performance continually set up your own mentoring systems get comfortable with teamwork take risks to gain experience and learn new skills be a problems solver keep your life in balance

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Schermerhorn - Chapter 151 Chapter 15 Change Leadership and Stress 4 Planning Ahead –What is a...

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