Core Concepts of Management Schermerhorn

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4 Core Concepts of Management


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4 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?

4 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

4 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.

4 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

4 The Nature of Innovation

4 Staffing supports innovation.

4 Critical innovation roles include:

– Idea generators

– Information gatekeepers

– Product champions

– Project managers

– Innovation leaders

4 The Challenges of
Organizational Change

4 Change Leader

– person who actively sponsors and leads the processess of change

4 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

4 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

4 The Challenges of
Organizational Change

4 Targets for Change

– tasks

– people

– culture

– technology

– structure

4 Managing Planned Change

4 Phases of Planned Change

– Unfreezing: preparing for change

– Changing: making actual changes

– Refreezing: stabilizing after change

4 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

4 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

4 Change Strategies

4 Shared Power Strategies

– identifies or establishes values and assumptions from which support for change will naturally emerge...
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