Presentation is loading. Please wait.

Presentation is loading. Please wait.

MANAGEMENT RICHARD L. DAFT. Managing Change and Innovation CHAPTER 10.

Similar presentations


Presentation on theme: "MANAGEMENT RICHARD L. DAFT. Managing Change and Innovation CHAPTER 10."— Presentation transcript:

1 MANAGEMENT RICHARD L. DAFT

2 Managing Change and Innovation CHAPTER 10

3 chapter10 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 3 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 to any change process. 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. Learning Outcomes

4 chapter10 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 4 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…..

5 chapter10 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 5 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.

6 chapter10 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 6 Ambidextrous Change Incorporating structures and processes that are appropriate for both the creative impulse and for the systematic implementation of innovations.

7 chapter10 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 7 Characteristics of Creative People an Organizations

8 chapter10 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 8 The World’s Most Innovative Companies

9 chapter10 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 9 Coordination Model for Innovation Horizontal linkage model – an approach to product change that emphasizes shared development of innovations among several departments.

10 chapter10 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 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

11 chapter10 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 11 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

12 chapter10 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 12 OD Approaches to Culture Change

13 chapter10 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 13 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.

14 chapter10 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 14 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

15 chapter10 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 15 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 are the various barriers to change. Managers should recognize the driving force and the restraining forces. As barriers are reduced, behavior will shift.

16 chapter10 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 16 Tactics for Overcoming Resistance to Change Communication, education Participation Negotiation Coercion Top Management Support


Download ppt "MANAGEMENT RICHARD L. DAFT. Managing Change and Innovation CHAPTER 10."

Similar presentations


Ads by Google