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Managing Change and Innovation (Organizational change (Organization…
Managing Change and Innovation
Organizational change
Any alternation of
Technology
People
Tructure
Why?
External
Technology
Labor market
Laws and regulations
Economy
Internal
Composition of workforce
Employee attitudes
Strategy
Who?
Change agents
Any manager
Internal staff specialist
Outside consultant
How?
Calm-water metaphor
White-water rapids metaphor
Organization development
Process consultation
Team-building
Survey feedback
Intergroup development
Resistance to change
Why?
Habit
Concern over personal loss
Uncertainty
Change is not in organization's best interests
Techniques for reducing it
Facilitation and support
Negotiation
Participation
Manipulation and co-optation
Education and communication
Coercion
Employee stress
Symptoms
Physical
Psychological
Behavioral
Causes
Role demands
Interpersonal demands
Task demands
Organization struture
Organizational leadershiip
Association
Demands
Constraints
Opportunities
Reduction
Job-related factors
Employee selection
On-the-job
Personal factor
Ethical considerations
General guidelines
Reduce dysfunctional stress by controlling job-related factors and offering help for personal stress
Encouragement of innovation
Structural variables
High interunit communication
Minimal time pressure
Abundant resources
Work and network support
Organic structure
Cultural variables
Low external controls
Tolerance of conflict
Tolerance of the impractical
Focus on ends
Acceptance of ambiguity
Open-system focus
Tolerance of risks
Positive feedback
Involvement in innovation
Incubation
Inspiration
Perception
Creativity
Human resource variables
High job security
Creative people
High commitment to training and development