Management Change and Innovation Chapter 7

Any alteration of people, structure, strategy, or technology within an organization.

Someone who facilitates and manages the change process.

Factors outside an organization that drive change (e.g., consumer needs, laws, technology, economy).

Factors inside an organization that drive change (e.g., new strategies, workforce, equipment, attitudes).

Change occurs in a predictable, linear way, like a smooth journey.

Change is unpredictable and requires constant adaptation.

Four main areas managers focus on during change: strategy, structure, technology, and people.

Adapting the approach to achieve goals, often due to competition.

Changes in the organization's structure or design.

Modifications in work processes or equipment.

Altering attitudes, expectations, and behaviors of people in an organization.

Someone who supports new ideas, builds support, overcomes resistance, and ensures innovations are implemented.

Innovations that change the rules of an industry fundamentally.

Small, incremental changes in existing products or services.

The assurance of continuing employment, especially in times of change or restructuring.

New equipment, tools, or methods, Automation, and Computerization.

Organizational development methods focusing on interpersonal work relationships.

Employee opposition to proposed changes, often due to uncertainty, habit, fear of loss, or perceived incompatibility with organizational goals.

Education, communication, participation, facilitation, support, negotiation, and, lastly, questionable manipulation or coercion.

The ability to combine novel ideas in unique ways or create unusual associations.

Transforming creative ideas into useful products or work methods.

Enhancing innovation through organizational structure, culture, and human resource practices.

Organic structures, abundant resources, high inter-unit communication, minimal time pressure and work/non-work support.

Acceptance of ambiguity, tolerance of the impractical, low external controls, tolerance of risks, tolerance of conflict, focus on ends, open-system focus, and positive feedback.

Changes in any aspects of an organization: people, structure, strategy, or technology.

Someone who leads and manages the change process within an organization.

Factors outside the organization that drive changes, like consumer needs, laws, or economic shifts.

Factors inside of the organization driving changes, like strategy or employee attitudes.

Change is predictable and linear, like a smooth journey.

Change is unpredictable and demands constant adaptation.

Primary areas needing adjustment during organizational change: strategy, structure, technology, and people.

Adjusting the approach to achieving goals, often due to competition.

Adjustments to the organization's layout or structure.

Modifications to methods or equipment.

Altering attitudes and behaviors.

New equipment, tools, or methods, automation, and computerization.

A person who enthusiastically supports new ideas, overcomes resistance, and ensures they're implemented.

Organizational development methods focusing on improving interpersonal work relationships.

Innovations that fundamentally change industry rules.

Employee opposition to proposed changes, driven by uncertainty, habit, fear of loss, or perceived incompatibility with organizational goals.

Small, incremental improvements to existing products/services.

Education, communication, participation, facilitation, support, negotiation, and (potentially unethical) manipulation or coercion.

Confidence in continued employment, especially during change.

The ability to connect ideas in unique ways, or make unusual associations between ideas.

Transforming creative ideas into useful products or work methods.

Enhancing innovation through organizational structure, culture, and human resource practices

Organic structures, ample resources, clear communication, manageable time constraints, and work-life balance support.

Acceptance of uncertainty, tolerance of new ideas, minimal external controls, tolerance for risk, conflict resolution, focus on results, open systems, and positive feedback.