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Managing Change and Innovation (Organizational change (Organization…
Managing Change and Innovation
Organizational change
Calm waters
Ways
Increase the driving forces,which direct behavior away from the status quo.
Decrease the restraining forces,which hinder movement from the existing equilibrium.
Do both.
Description
People who act as change catalysts and assume the responsibility for managing the change process
3-Step Change process
Unfreezing
Changing
Refreezing
Categories of Organizational Change
Technology
Work processes,Work methods,Equipment
People
Attitudes,Expectations,Perceptions,Behavior
Structure
Authority relationships,Coordinating mechanisms,Job redesign,Spans of control
Organization development
Team-building
Using activities to help work groups set goals,develop positive interpersonal relationships,and clarify the roles and responsibilities of each team member
Intergroup development
Activities that attempt to make several work groups more cohesive
Process consultation
Using outside consultants to assess organizational processes
Survey feedback
A method of assessing employees' attitudes toward and perceptions of a change
Managers manage resistance to change
Reasons
Habit
We do things out of habit
Concern over personal loss
We fear losing something already possessed
Uncertainty
Change replaces the known with uncertainty and we don't like uncertainty
Change is not in organization's best interests
We believe that the change is incompatible with the goals and interests of the organization
Techniques
Participation
Allowing employees to participate in the change process
Facilitation and support
Giving employees the support they need to implement the change
Education and communication
Educating employees about and communicating to them the need for the change
Negotiation
Exchanging something of value to reduce resistance
Manipulation and co-optation
Using negative actions to influence
Coercion
Using direct threats or force
Employee stress
Description
Stress is the adverse reaction people have to excessive pressure placed on them from extraordinary demands,constraints,or opportunities.
Symptoms of stress
Physical
Psychological
Behavioral
Stressors
Job-related factors
Task demands
Role demands
Role overload
Role ambiguity
Role conflicts
Organizational leadership
Organization structure
Interpersonal demands
Personal factors
Family issues,personal economic problems,and so forth
Employees' personalities
Type A personality
Type B personality
Reduce the stress
General guidelines
Job-related factors
Employee selection
On-the-job
Personal factors
Employee assistance programs
Wellness programs
Techniques for stimulating innovation
Techniques for reducing resistance to change
Facilitation and support
Negotiation
Participation
Manipulation and co-optation
Education and communication
Coercion
Creativity
The ability to produce novel and useful ideas
Innovation
Incubation
Inspiration
Perception
Innovation
Stimulate innovation
Human resource variables
High job security
Creative people
High commitment to training and development
Cultural variables
Low external controls
Tolerance of conflict
Focus on ends
Tolerance of the impractical
Acceptance of ambiguity
Open-system focus
Positive feedback
Tolerance of risks
Structural variables
Work and nonword support
Minimal time pressure
High internet communication
Abundant resources
Organic structures