Schermerhorn - Chapter 151 Core Concepts of Management Schermerhorn Prepared by Cheryl Wyrick California State Polytechnic University Pomona John Wiley.
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Schermerhorn - Chapter 151 Core Concepts of Management Schermerhorn Prepared by Cheryl Wyrick California State Polytechnic University Pomona John Wiley & Sons, Inc
Schermerhorn - Chapter 153 Chapter 15 Change Leadership and Stress 4 Planning Ahead –What is a learning organization? –What are the challenges of change leadership? –What is organization development? –What are the implications of job and workplace stress?
Schermerhorn - Chapter 154 Learning Organizations and Innovation 4 What is a Learning Organization? –a company that is able to continuously change and improve based on the lessons of experience –able to change due to the people, values and systems
Schermerhorn - Chapter 155 Learning Organizations and Innovation 4 Characteristics of learning organizations: –Everyone sets aside the old ways of thinking. –Everyone becomes self-aware and open to others. –Everyone learns how the whole organization works. –Everyone understands and agrees to a plan of action. –Everyone works together to accomplish the plan.
Schermerhorn - Chapter 156 The Nature of Innovation 4 Innovation –Process of creating new ideas and putting them into practice process: better ways of doing things product: creation of new or improved goods and services
Schermerhorn - Chapter 157 The Nature of Innovation 4 Staffing supports innovation. 4 Critical innovation roles include: – Idea generators – Information gatekeepers – Product champions – Project managers – Innovation leaders
Schermerhorn - Chapter 158 The Challenges of Organizational Change 4 Change Leader –person who actively sponsors and leads the processess of change
Schermerhorn - Chapter 159 The Challenges of Organizational Change 4 Top-Down Change –strategic and comprehensive changes are initiated with the goal of comprehensive impact on the organization and its performance capabilities
Schermerhorn - Chapter 1510 The Challenges of Organizational Change 4 Bottom-up Change –initiative for change comes from persons throughout an organization and are supported by efforts of middle and lower level managers acting as change agents
Schermerhorn - Chapter 1511 The Challenges of Organizational Change 4 Targets for Change –tasks –people –culture –technology –structure
Schermerhorn - Chapter 1512 Managing Planned Change 4 Phases of Planned Change –Unfreezing: preparing for change –Changing: making actual changes –Refreezing: stabilizing after change
Schermerhorn - Chapter 1513 Change Strategies 4 Force-Coercion –using power bases of legitimacy, rewards and punishment to induce change direct forcing political maneuvering –produces limited and temporary results
Schermerhorn - Chapter 1514 Change Strategies 4 Rational Persuasion Strategies –change through persuasion backed by special knowledge, empirical data and rational argument –informational strategy which assumes that people are guided by facts and self interest
Schermerhorn - Chapter 1515 Change Strategies 4 Shared Power Strategies –identifies or establishes values and assumptions from which support for change will naturally emerge –based on empowerment –managers need reference power and strong interpersonal skills –slow process
Schermerhorn - Chapter 1516 Resistance to Change 4 Education and Communication 4 Participation and Involvement 4 Facilitation and Support 4 Facilitation and Agreement 4 Manipulation and Co-optation 4 Explicit and Implicit Coercion
Schermerhorn - Chapter 1517 Technological Change 4 Good fit must be achieved with locals needs, practices and people
Schermerhorn - Chapter 1518 Developing Organizations and Careers 4 Organization Development –Comprehensive approach to planned organizational change that involves the application of behavioral science in a systematic and long range effort to improve organizational effectiveness
Schermerhorn - Chapter 1519 Developing Organizations and Careers 4 Goals and Process of Organizational Development –outcome goals: focus on task accomplishments –process goals: focus on the way people work together 4 Process and goals are pursued simultaneously
Schermerhorn - Chapter 1520 Goals and Process of Organizational Development 4 Establish working relationship 4 Diagnosis 4 Intervention 4 Evaluation 4 Achieve terminal relationship
Schermerhorn - Chapter 1522 Organization Development Interventions 4 Team Interventions –team building –process consultation –intergroup teambuilding
Schermerhorn - Chapter 1523 Goals and Process of Organizational Development 4 Individual Interventions –sensitivity training (T-groups) –management training –role negotiation –job redesign –career planning
Schermerhorn - Chapter 1524 Stress 4 A state of tension experienced by individuals facing extraordinary demands, constraints, or opportunities. 4 Job-related stress goes hand-in-hand with the dynamic and sometimes uncertain nature of managerial work.
Schermerhorn - Chapter 1525 Stress 4 Work factors as sources of stress: –Excessively high or low task demands –Role conflicts or ambiguities –Poor interpersonal relationships –Too slow or too fast career progress 4 Personal factors as sources of stress: –Needs, capabilities, personality 4 Non-work factors as sources of stress: –Family events –Economics –Personal affairs
Schermerhorn - Chapter 1526 Stress 4 Consequences of stress –Constructive stress Acts as a positive influence Can be energizing and performance enhancing –Destructive stress Acts as a negative influence Breaks down a person’s physical and mental system. Can lead to job burnout and/or workplace rage.
Schermerhorn - Chapter 1527 Stress 4 Guidelines for coping with workplace stress: –Take control of the situation –Pace yourself –Open up to others –Do things for others –Exercise –Balance work and recreation
Schermerhorn - Chapter 1528 Change and Career Readiness 4 behave like an entrepreneur 4 seek feedback on your performance continually 4 set up your own mentoring systems 4 get comfortable with teamwork 4 take risks to gain experience and learn new skills 4 be a problems solver 4 keep your life in balance