Transcript Managing in Turbulent Times
MANAGEMENT
RICHARD L. DAFT
Managing Change and Innovation
CHAPTER 10
chapter 10 Learning Outcomes
•
Define organizational change
and explain the forces driving
innovation
and change in today’s organization.
•
Identify the three innovation strategies
managers implement for changing products and technologies.
•
Explain the value of creativity
, idea incubators, horizontal linkages, open innovation, idea champions, and new-venture teams for innovation.
• Discuss why changes in
people and culture are critical
process.
to any change • Define
organizational development (OD)
and large group interventions.
• Explain the
OD stages
of unfreezing, changing, and refreezing.
• Identify
sources of resistance
to change.
• Explain
force-field analysis
and other implementation tactics that can be used to overcome resistance.
Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.
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chapter 10 Innovation and the Changing Workplace
• In today’s dynamic environment, managing change and innovation is key • Organizations must embrace many types of change • Today’s successful companies are continually innovating • Organizational change requires the adoption of new ideas and/or behavior •
Many organizations struggle with changing successfully…..
Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.
4
chapter 10
Changing Things: New Products and Technologies
There are three critical innovation strategies for changing products and technologies.
Exploration is where ideas for new products and technologies are born.
Cooperation guides internal and external coordination.
Entrepreneurship is the culture of generating and pushing forward new ideas.
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chapter 10 Ambidextrous Change
Incorporating
structures
and
processes
that are appropriate for both the creative impulse and for the systematic implementation of
innovations
.
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chapter 10
Characteristics of Creative People an Organizations Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.
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chapter 10
The World’s Most Innovative Companies Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.
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chapter 10
Coordination Model for Innovation
Horizontal linkage model
– an approach to product change that emphasizes shared development of innovations among several departments.
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chapter 10
Four Roles in Organizational Change
New Venture Team
– separate team responsible for developing and initiating innovations
Skunkworks
– separate, small, informal group that focuses on breakthrough ideas 10 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.
chapter 10
Changing People and Culture • • •
Training and Development Organization Development (OD) Three challenges requiring OD Development
–
Mergers/acquisitions
–
Organizational decline/ revitalization
–
Conflict Management
•
Organizational Development activities may include team-building, surveys, or large-group interventions
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chapter 10
OD Approaches to Culture Change Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.
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chapter 10
Organizational Development Steps
1. Unfreezing.
Expose the problem and the need for change.
2. Changing.
Experiment with new behaviors and learn new skills.
3. Refreezing.
Acquire new attitudes and values with organizational reward.
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chapter 10
Implementing Change • •
Need for Change.
Many people are not willing to change. Managers must recognize the need and make others aware.
Resistance to Change.
Getting others to understand the need for change is the first step.
– Self-interest – Lack of Understanding and Trust – Uncertainty – Different Assessment and Goals 14 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.
chapter 10
Force-Field Analysis • • Change was a result of the competition between driving and restraining forces.
Driving forces
are the problems and opportunities that provide motivation to change.
•
Restraining forces
change.
are the various barriers to • • Managers should recognize the driving force and the restraining forces.
As barriers are reduced, behavior will shift.
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chapter 10
Tactics for Overcoming Resistance to Change Communication, education Participation Negotiation Coercion Top Management Support 16 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.