Daft AISE Chp08 Final
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Transcript of Daft AISE Chp08 Final
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8-1
Innovation and
Change
2006 by South-Western, a division of Thomson Learning. All rights reserved.
Chapter 8
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2006 by South-Western, a division of Thomson Learning. All rights reserved. 8-3
Learning Objectives (contd.)5. Explain force-field analysis and other implementation tactics
that can overcome resistance to change.
6. Discuss the differences among technology, product,
structure, and culture/people changes.
7. Explain the change processes bottom up, top down,
horizontal associated with each type of change.
8. Define organizational development and large-group
interventions.
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Two Types of Planned Change
Incremental Change
based on efforts to improve basic
work and organizational processes.
Transformational Changeinvolves redesign and renewal of
the total organization.
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Need for Change
Based on external or internal forces.
Performance gapa disparity betweenexisting and desired performance levels.
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Initiating Change -- Search The process of learning about current
developments inside or outside the
organization that can be used to meet aperceived need for change
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Initiating Change -- Creativity The generation of novel ideas that may meet
perceived needs or offer opportunities for the
organization.
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Idea Champion
A person who sees the need for and champions
productive change within the organization.
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Promoting Corporate Innovation
New-Venture Teams
Skunkworks
Idea Incubator
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Resistance to Change
Self-Interest: the fear of personal loss is perhapsthe biggest obstacle to organizational change.
Lack of Understanding and Trust: do not
understand the intended purpose of a change, ordistrust the intentions.
Managers and employees often seem to prefer the
status quo.
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Resistance to Change (contd.)
Uncertainty: the lack of information about
future events. Different Assessments and Goals: people who
will be affected by innovation may assess the
situation differently.
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Ex.8.4 Using Force-Field Analysis to Change from
Traditional to Just-In-Time Inventory System
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2006 by South-Western, a division of Thomson Learning. All rights reserved. 8-14
Ex. 8.6 Types of Organizational Change
Technology Strategy
Structure
Products
Culture/People
SOURCE:Based on Harold J. Leavitt, Applied Organizat ional Change inIndustry: Structural, Technical, and Human Approaches, inNewPerspectives in Organization Research, ed. W. W. Cooper, H. J. Leavitt,and M. W. Shelly II (New York: Wiley, 1964), 55-74.
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Technology Change
Related to organizations production process.
Designed to enhance efficiency.
Generally Bottom-Up.
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Tools for Changing People & Culture
Organizational development.
Training and development programs.
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Organizational Development
is a planned, systematic process of change that uses
behavioral science knowledge and techniques to improve
an organizations health and effectiveness through itsability to adapt to the environment, improve internal
relationships, and increase learning and problem-solving
capabilities.
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Organizational Development (contd.)
Can help managers address:
mergers/acquisitions. organizational decline/revitalization.
conflict management.
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Achieving Behavioral and Attitudinal
ChangeUnfreezing:
diagnosis stage.
participants are made aware of problems in orderto increase their willingness to change theirbehavior.
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Achieving Behavioral and Attitudinal
Change (contd.)
Changing:
intervention stage.
individuals experiment with new workplacebehavior.
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Achieving Behavioral and Attitudinal
Change (contd.)
Re-freezing:
reinforcement stage.
individuals acquire a desired new skill or attitudeand are rewarded for it by the organization.