1. ©Prentice Hall, 2001Chapter 71 Managing Change and Innovation

2. ©Prentice Hall, 2001Chapter 72 Learning Outcomes Describe the change variables a manager can control Study internal and external forces of change Analyze managers as change agents Contrast the “calm waters” and “white water rapids” metaphors for change Explain why people resist change

3. ©Prentice Hall, 2001Chapter 73 Learning Outcomes Learn how to reduce resistance to change Define organization development and learn four OD techniques Review the causes and symptoms of stress Compare creativity and innovation Learn how organizations can stimulate innovation

4. ©Prentice Hall, 2001Chapter 74 Categories of Change StructurePeople Technology

5. ©Prentice Hall, 2001Chapter 75 Competition TechnologyEconomicConditions GovernmentPrograms External Forces of Change

6. ©Prentice Hall, 2001Chapter 76 Internal Forces of ChangeInternal Change Impact of ExternalEvents ExternalEvents InternalOperationsInternalOperations

7. ©Prentice Hall, 2001Chapter 77 OutsideConsultants StaffSpecialists Managers Agents of Change

8. ©Prentice Hall, 2001Chapter 78 The “Calm Waters” Metaphor Unfreezing Changing Refreezing Lewin’s Three-Step Process

9. ©Prentice Hall, 2001Chapter 79 Lack of StabilityConstantChangeVirtualChaos PredictabilityWhite-WaterRapids

10. ©Prentice Hall, 2001Chapter 710 Resistance to Change Uncertainty and Ambiguity Fear of Personal Loss Lack of Faith in Change Uncertainty and Ambiguity Fear of Personal Loss Lack of Faith in Change

11. ©Prentice Hall, 2001Chapter 711 Education and Communication Education and Communication Participation Negotiation Facilitation and Support Facilitation and Support Coercion Manipulation and Cooptation Manipulation and Cooptation Techniques for Reducing Resistance Techniques for Reducing Resistance

12. ©Prentice Hall, 2001Chapter 712 Techniques for Managing Change AuthorityCoordinationCentralizationAttitudesExpectationsBehaviorProcessesMethodsEquipment PeopleTechnologyStructure

13. ©Prentice Hall, 2001Chapter 713 Organizational Development Techniques Intergroup development Process consultation Survey feedback Team building

14. ©Prentice Hall, 2001Chapter 714 ImportanceImportanceUncertaintyUncertainty What Is Stress? DemandsDemandsConstraintsConstraints

15. ©Prentice Hall, 2001Chapter 715 Organizational Stress Factors Organizational Task Demands Role Demands Interpersonal Demands Structural Dimensions Leadership Techniques

16. ©Prentice Hall, 2001Chapter 716 Personal Stress Factors FamilyFamilyEconomicEconomicPersonalityPersonality

17. ©Prentice Hall, 2001Chapter 717 Physiological Psychological Behavioral Stress Three General Symptoms Stress Three General Symptoms

18. ©Prentice Hall, 2001Chapter 718 Stress Management Selection and placement Job redesign Participation Wellness programs Employee assistance

19. ©Prentice Hall, 2001Chapter 719 What Is Creativity? Creativity? Combining new ideas in unique ways or associating ideas in unusual ways What Is Innovation? Innovation? Turning creative ideas into useful products, services, or methods of operation

20. ©Prentice Hall, 2001Chapter 720 The Creative Process Perception Innovation Incubation Inspiration

21. ©Prentice Hall, 2001Chapter 721 StructuralVariablesStructuralVariables Sources of Innovation Innovation OrganizationalCultureOrganizationalCulture HumanResourcesHumanResources