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managing change and innovation (some techniques for reducing resistance…
managing change and innovation
organizational change
changing structure
authority relationship
coordinating mechanisms
job redesign
spans of control
changing technology
work processes
work methods
equipment
changing people
attitudes
expectations
perceptions
behavior
why changing?
external forces
internal force
who initiates organizational change?
change agents
any manager
any nonmanager
internal staff
outside consultant
how does it happen?
"calm water" metaphor
"white-water rapids" metaphor
organization development (OD)
survey feedback
process consultation
team-building
intergroup development
why do people resist organizational change
uncertainty
change replaces the known with uncertainty and we don't like uncertainty
habit
we do things out of habit
concern over personal loss
we fear losing something already possessed
change is not in organization's best interests
we believe that the change is incompatible with the goals and interests of the organization
some techniques for reducing resistance
education and communication
participation involves
facilitation and support
negotiation
manipulation and co-optation
coercion
what reaction do employees have to organizational change?
stress
constraints, demands, and opportunities.
physical, psychological, and behavioral
what causes stress?
task demands
role demands
role conflicts
role overload
role ambiguity
interpersonal demands
organization structure
organizational leadership
personal factors
family issues, personal economic problems, and so forth
employees' personalities
type A and type B
how reduce stress?
general guidelines
job-related factors
employee selection
on-the-job
personal factors
employee assistance programs
wellness programs
stimulate innovation
creativity
innovation
structural variables
cultural variables
human resource variables