Organizational Change & Innovation PDF

Because learning changes everything. ® CHAPTER 10 ORGANIZATIONAL CHANGE & INNOVATION Lifelong Challenges for the Exceptional Manager © 2022 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom. ©Olivier Renck/ Getty Images No r...

Because learning changes everything. ® CHAPTER 10 ORGANIZATIONAL CHANGE & INNOVATION Lifelong Challenges for the Exceptional Manager © 2022 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom. ©Olivier Renck/ Getty Images No reproduction or further distribution permitted without the prior written consent of McGraw Hill.  LEARNING OBJECTIVES 10-1 Discuss what managers should know about organizational change. 10-2 Discuss three forms of change, Lewin’s change model, and the systems approach to change. 10-3 Describe the purpose of organizational development. 10-4 Describe the approaches toward innovation and components of an innovation system. 10-5 Discuss ways managers can help employees overcome fear of change. 10-6 Review the different ways to increase the career readiness competency of openness to change. © McGraw Hill  HOW CAN I BE MORE CREATIVE AT WORK? Creativity is the process of generating novel ideas. Proactive Learning Positive Approach Problem Solving Self-Motivation © McGraw Hill  THE NATURE OF CHANGE IN ORGANIZATIONS Fundamental Change: What Will You Be Called On to Deal With? Two Types of Change: Reactive and Proactive The Forces for Change Outside and Inside the Organization © McGraw Hill  FUNDAMENTAL CHANGE: WHAT WILL YOU BE CALLED ON TO DEAL WITH? The marketplace is becoming more segmented and moving toward more niche products. More competitors are offering targeted products, requiring faster speed-to-market. Some traditional companies may not survive radical change. Offshore suppliers are changing the way we work. Knowledge, not information, is becoming the new competitive advantage. © McGraw Hill  TWO TYPES OF CHANGE: REACTIVE AND PROACTIVE Reactive Change: Responding to Unanticipated Problems and Opportunities Proactive Change: Managing Anticipated Problems and Opportunities © McGraw Hill  THE FORCES FOR CHANGE OUTSIDE AND INSIDE THE ORGANIZATION FIGURE 10.1 Forces for change outside and inside the organization Access text alternate for slide image. © McGraw Hill  FORMS AND MODELS OF CHANGE Three Forms of Change: From Least Threatening to Most Threatening Lewin’s Change Model: Unfreezing, Changing, and Refreezing A Systems Approach to Change © McGraw Hill  THREE FORMS of CHANGE: FROM LEAST THREATENING to MOST THREATENING Least Threatening: Adaptive Change “We’ve Seen Stuff Like This Before.” Somewhat Threatening: Innovative Change “This Is Something New for This Company.” Very Threatening: Radically Innovative Change “This Is a Brand-New Thing in Our Industry.” © McGraw Hill  LEWIN’S CHANGE MODEL: UNFREEZING, CHANGING, and REFREEZING “Unfreezing”: Creating the Motivation to Change “Changing”: Learning New Ways of Doing Things “Refreezing”: Making the New Ways Normal © McGraw Hill  FIGURE 10.2 LEWIN’S MODEL OF CHANGE Figure 10.2 Lewin’s model of change © McGraw Hill  A SYSTEMS APPROACH TO CHANGE 1 Inputs: “Why Should We Change, and How Willing and Able Are We to Change?” Target Elements of Change: “Which Levers Can We Pull That Will Produce the Change We Want?” Outputs: “What Results Do We Want from the Change?” © McGraw Hill  A SYSTEMS APPROACH TO CHANGE 2 Feedback: “How Is the Change Working and What Alterations Need to Be Made?” Force-Field Analysis: “Which Forces Facilitate Change and Which Resist It?” Applying the Systems Model of Change © McGraw Hill  A SYSTEMS APPROACH TO CHANGE 3 FIGURE 10.3 Systems model of change Sources: Based on A. Kinicki, Organizational Behavior: A Practical, Problem-Solving Approach (New York: McGraw-Hill Education, 2021), Figure 16.6, p. 648, which was adapted from D. R. Fuqua and D. J. Kurpius, “Conceptual Models in Organizational Consultation,”, July–August 1993, pp. 602– 618; D. A. Nadler and M. L. Tushman, “Organizational Consultation,” Journal of Counseling and Development Frame Bending: Principles for Managing Reorientation,” Academy of Management Executive, August 1989, pp. 194–203. Access text alternate for slide image. © McGraw Hill  ORGANIZATIONAL DEVELOPMENT: WHAT IT IS, WHAT IT CAN DO What Can OD Be Used For? How OD Works The Effectiveness of OD © McGraw Hill  WHAT CAN OD BE USED FOR? Improving Individual, Team, and Organizational Performance Revitalizing Organizations Adapting to Mergers © McGraw Hill  HOW OD WORKS Diagnosis: What Is the Problem? Intervention: What Shall We Do about It? Evaluation: How Well Has the Intervention Worked? Feedback: How Can the Diagnosis and Intervention Be Further Refined? © McGraw Hill  THE EFFECTIVENESS OF OD Multiple Interventions Management Support Goals Geared to Both Short- and Long-Term Results OD Is Affected by Culture © McGraw Hill  THE OD PROCESS FIGURE 10.4 The OD process Sources: Adapted from W. L. French and C. H. Bell Jr., Organization Development: Behavioral Interventions for Organizational Improvement (Englewood Cliffs, NJ: Prentice Hall. 1978); E. G Huse and T. G. Cummings, Organizational Development and Change, 3rd ed. (St. Paul: West, 1985). © McGraw Hill  ORGANIZATIONAL INNOVATION Approaches to Innovation An Innovation System: The Supporting Forces for Innovation Type of Innovation Focus of Innovation: Improvement Focus of Innovation: New Directions Apple iPhone: Driverless Cars: Product Eleven generations/versions since Major automobile first introduced in June 2007. manufacturers and Waymo. 3-D Printing: Home Construction: Process Alcoa’s use of 3-D printing in its Panelized homes. manufacturing process. © McGraw Hill  APPROACHES TO INNOVATION The Type of Innovation The Focus of the Innovation Can an Innovation Go Too Far? © McGraw Hill freeprod/123RF  AN INNOVATION SYSTEM: THE SUPPORTING FORCES FOR INNOVATION 1 Create an Innovation Strategy Commitment from Senior Leaders Foster an Innovative Culture and Climate Required Structure and Processes © McGraw Hill  AN INNOVATION SYSTEM: THE SUPPORTING FORCES FOR INNOVATION 2 Develop the Necessary Human Capital Human Resource Policies, Practices, and Procedures Appropriate Resources © McGraw Hill  COMPONENTS OF AN INNOVATION SYSTEM Figure 10.6 Components of an innovation system Access alternate text for slide image. © McGraw Hill  THE THREAT OF CHANGE: MANAGING EMPLOYEE FEAR AND RESISTANCE The Causes of Resistance to Change Ten Reasons Employees Resist Change Access alternative text for slide image. © McGraw Hill  THE CAUSES OF RESISTANCE TO CHANGE Employee Characteristics Change Agent Characteristics Change Agent– Employee Relationship Figure 10.7 A model of resistance to change. Source: Adapted from R. Kreitner and A. Kinicki. Organizational Behavior, 9th ed. (Burr Ridge, IL: McGraw-Hill/Irwin, 2010), p. 549. © McGraw Hill  TEN REASONS EMPLOYEES RESIST CHANGE 1. Individuals’ 6. Peer pressure predisposition 7. Disruption of cultural toward change traditions or group 2. Surprise and fear of relationships the unknown 8. Personality conflicts 3. Climate of mistrust 9. Lack of tact or poor 4. Fear of failure timing 5. Loss of status or job 10. Nonreinforcing security reward systems © McGraw Hill  CAREER CORNER: MODEL OF CAREER READINESS Access the text alternate for slide image. © McGraw Hill  CAREER CORNER: MANAGING YOUR CAREER READINESS Applying Self-Affirmation Theory Practicing Self-Compassion © McGraw Hill  CAREER CORNER: APPLYING SELF- AFFIRMATION THEORY We have an innate need to maintain a positive overall self-view. When our positive self-view is threatened, we switch to self-protective mode. We can maintain our self-view in two ways. © McGraw Hill  CAREER CORNER: PRACTICING SELF- COMPASSION Practice self-kindness. Remind yourself that you’re not alone. Practice mindfulness meditation. © McGraw Hill Pepsco Studio/Shutterstock  End of Main Content Because learning changes everything. ® www.mheducation.com © 2022 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw Hill.  Career Corner: Model of Career Readiness, Text Alternate In Chapter 10, the focus is on being openness to change, and important career readiness competency. Following is the complete map of career readiness competencies: The core is: Critical thinking/problem solving. Oral/written communication Teamwork/collaboration. Information technology application. Leadership. Professionalism/work ethic. Cross-cultural competency. Knowledge is: Task-based/functional. Computational thinking. Understanding the business. New media literacy. Soft skills are: Decision making. Social intelligence. Networking. Emotional intelligence. Attitudes are: Ownership and or accepting responsibilities. Self-motivation. Proactive learning orientation. Showing commitment. Positive approach. Career management. Other characteristics are: Resilience. Personal adaptability. Self-awareness. Service/others orientation. Openness to change. Generalized self-efficacy. Return to parent-slide. © McGraw Hill