1. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.1 Chapter 13 Managing Change and Innovation

2. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.2 Learning Outcomes Describe what change variables are within a manager’s control Identify external and internal forces of change Explain how managers can serve as change agents Contrast the “calm waters” and “whitewater rapids” metaphors for change Explain why people are likely to resist change (continued)

3. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.3 Learning Outcomes (continued) Describe techniques for reducing resistance to change Identify what is meant by the term organizational development and specify four popular OD techniques Explain the causes and symptoms of stress Differentiate between creativity and innovation Explain how organizations can stimulate innovation

4. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.4 What is Change? Alterations in people Alterations in structure Alterations in technology

5. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.5 Categories of Change (Exhibit 13-1) STRUCTURE Authority relationships Coordinating mechanisms Job redesign Spans of control PEOPLE Attitudes Expectations Perceptions Behaviour TECHNOLOGY Work processes Work methods Equipment

6. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.6 External Forces of Change Marketplace Government laws and regulations Technology Economic

7. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.7 Internal Forces of Change Corporate strategy The workforce Technology and equipment Employee attitudes

8. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.8 Change Agents Outside Consultants Staff Specialists Managers

9. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.9 The “Calm Waters” Metaphor Unfreezing Changing Refreezing Lewin’s Three-Step Process

10. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.10 Lack of Stability The “White- Water Rapids” Metaphor Lack of Predictability Virtual Chaos Constant Change

11. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.11 Today’s Manager and Change Constant and chaotic Competitive advantage lasts less than 18 months If it ain’t broke, break it!

12. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.12 Entrepreneurs and Change Context facing entrepreneurs is dynamic change Opportunities and problems Entrepreneur acts as catalyst

13. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.13 Resistance to Change Fear of losing something of value Individual Resistance Belief that change Is not good for organization Fear of unknown

14. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.14 Reducing Resistance to Change Education and communication Participation Facilitation and support Negotiation Manipulation and co-optation Coercion

15. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.15 Categories of Change Structure (teams) Technology (continuous improvement) People (training)

16. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.16 Organization Development Planned, long-term, organization- wide change initiative that focuses on values and beliefs

17. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.17 OD Techniques: Survey Feedback I’d like to ask some questions to help us understand what you think about the leadership in our company.

18. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.18 OD Techniques: Team Building It is important for us to learn to work together and sing from the same song sheet

19. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.19 OD Techniques Process consultation Intergroup development

20. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.20 Stress in the Workplace Constraints Opportunities Demands

21. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.21 Stressors Personal Personality Family Finances Organizational Task demands Role demands Interpersonal Structure Leadership STRESS

22. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.22 Ways to Reduce Stress Proper match of employees to job Clear expectations Employee assistance programs Wellness programs

23. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.23 What Is Creativity? Combining new ideas in unique ways or making unusual connections What Is Innovation? Process of taking creative idea and making into a useful product, service, or method of operation

24. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.24 Innovation Process Perception Innovation Incubation Inspiration

25. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.25 Fostering Innovation Structure Culture Human resource practices

26. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.26 Characteristics of an InnovativeCulture Ambiguity ExternalControls Impractical RiskConflict OpenSystems Ends/Means

27. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 13.27 Entrepreneurs and Innovation Key characteristic Supportive culture Need to be able to do something with ideas