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Ch8 Managing Change and Innovation (8-3 Describe what managers need to…
Ch8 Managing Change and Innovation
8-1 Define organizational change and compare and contrast views on the change process
Organizational change
Categories of organizational change
Technology
Work processes
Work methods
Equipment
People
Attitudes
Expectations
Perceptions
Behavior
Structure
Coordinating mechanisms
Job redesign
Authority relationships
Spans of control
Change agents
People who act as change catalysts and assume the responsibility for managing the change process
Change
Calm waters metaphor
White-water rapids metaphor
Organization development (OD)
Process consultation
Team building
Survey feedback
Intergroup development
8-2 Explain how to manage resistance to change
People resist organizational change
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 for reducing resistance to change
Participation
Advantage
Increase involvement and acceptance
Disadvantage
Time-consuming
Has potential for a poor solution
When used
When resisters have the expertise to make a contribution
Facilitation and support
When used
When resisters are fearful and anxiety-ridden
Advantage
Can facilitate needed adjustments
Disadvantage
Expensive
No guarantee of success
Education an communication participation
Advantage
Clear up misunderstandings
Disadvantage
May not work when mutual trust and credibility are lacking
When used
When resistance is due to misinformation
Negotiation
Advantage
Can "buy" commitment
Disadvantage
Potentially high cost
Opens doors for others to apply pressure too
When used
When resistance comes from a powerful group
Manipulation and co-optation
Advantage
Inexpensive, easy way to gain support
Disadvantage
Can backfire, causing change agent to lose credibility
When used
When a powerful group's endorsement is needed
Coercion
Avantage
Inexpensive, easy way to gain support
Disadvantage
May be illegal
May undermine change agent's credibility
When used
When a powerful group's endorsement is needed
8-3 Describe what managers need to know about employee stress
Stress
Constraints
An obstacle that prevents you from doing what you desire
Demand
The loss of something desired
Not always bad; can be positive, especially when there's potential gain
Functional stress
Allows a person to perform at his or her highest level at crucial times
Opportunities
The possibility of something new, something never done
Response to anxiety over intense demands, constraints, or opportunities
Symptoms of stress
Behavioral
Job turnover
Changes in eating habits
Absenteeism
Increased smoking or consumption of alcohol
Changes in productivity
Rapid speech
Fidgeting
Sleep disorders
Psychological
Anxiety
Irreitability
Tension
Boredom
Job-related dissatisfaction
Procrastination
Physical
Increased heart and breathing rates
Raised blood pressure
Changes in metaboilsm
Headache
Potential of heart attacks
Stressors
Job-relate factors
Interpersonal demand
Organizational structure
Role demands
Role overload
Role ambiguity
Role conflicts
Organizational leadership
Task demand
Working conditions
Physical working layout
Job design
Personal factors
Family issues, personal economic problems, and so forth
Employees' personalities
Type A personality: people who have a chronic sense of urgency and an excessive competitive drive
Type B personality: people who are relaxed an easygoing and accept change easily
How can stress be reduced?
Job-related factors
Employee selection
Provide a realistic job preview and make sure an employee's abilities match the job requirements
On-the-job
Provide clear performance goals
Reduce ambiguity through feedback
Use a performance planning program such as MBO to clarify job back
Redesign job
Improve organizational to minimize ambiguity
Stress can be traced to boredom in decisions and to gain social support
Allow employees to participate in decisions and to gain social support
Personal factors
Not easy for manager to control directly
Ethical considerations
General guidelines
Stress can never be totally eliminated
Reduce dysfunctional stress by controlling job-related factors and offering help for personal stress
Not all stress is dysfunctional
8-4 Discuss techniques for stimulating innovation
Innovation
Incubation
Inspiratopm
Perception
Innovation variables
Stimulate innovation
Human resource variables
High job security
Creative people
High commitment to training and developement
Cultural variables
Tolerance of risks
Tolerance of conflicts
Low external controls
Focus on ends
Tolerance of the impractical
Open-system focus
Acceptance of ambiguity
Positive feedback
Structural variables
High interunit communication
Minimal time pressure
Abundant resources
Work an nonwork support
Organic structures
Creativity
The ability to produce novel and useful ideas