Introduction To Management 9 Chap13 Managing Change And Innovation
ninth edition
STEPHEN P. ROBBINS
Chapter
13
© 2007 Prentice Hall, Inc.
All rights reserved.
MARY COULTER
Managing Change and Innovation
PowerPoint Presentation by Charlie Cook
The University of West Alabama
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
Forces for Change: Two Views of the Change
Process
• Discuss the external and internal forces for change.
• Contrast the calm waters and white-water rapids metaphors of change.
• Explain Lewin’s three-step model of the change process.
Managing Organizational Change
• Define organizational change.
• Contrast internal and external change agents.
• Explain how managers might change structure, technology, and people.
© 2007 Prentice Hall, Inc. All rights reserved. 13–2
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
Managing Change
• Explain why people resist change and how resistance might be managed.
Contemporary Issues in Managing Change
• Explain why changing organizational culture is so difficult and how managers can do it.
• Describe employee stress and how managers can help employees deal with stress.
• Discuss what it takes to make change happen successfully. © 2007 Prentice Hall, Inc. All rights reserved. 13–3
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
Stimulating Innovation
• Explain why innovation isn’t just creativity.
• Explain the systems view of innovation.
• Describe the structural, cultural, and human resource variables that are necessary for innovation.
• Explain what idea champions are and why they’re important to innovation.
© 2007 Prentice Hall, Inc. All rights reserved. 13–4
What Is Change?
• Organizational Change
Any alterations in the people, structure, or technology of an organization
• Characteristics of Change
Is constant yet varies in degree and direction
Produces uncertainty yet is not completely unpredictable
STEPHEN P. ROBBINS
Chapter
13
© 2007 Prentice Hall, Inc.
All rights reserved.
MARY COULTER
Managing Change and Innovation
PowerPoint Presentation by Charlie Cook
The University of West Alabama
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
Forces for Change: Two Views of the Change
Process
• Discuss the external and internal forces for change.
• Contrast the calm waters and white-water rapids metaphors of change.
• Explain Lewin’s three-step model of the change process.
Managing Organizational Change
• Define organizational change.
• Contrast internal and external change agents.
• Explain how managers might change structure, technology, and people.
© 2007 Prentice Hall, Inc. All rights reserved. 13–2
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
Managing Change
• Explain why people resist change and how resistance might be managed.
Contemporary Issues in Managing Change
• Explain why changing organizational culture is so difficult and how managers can do it.
• Describe employee stress and how managers can help employees deal with stress.
• Discuss what it takes to make change happen successfully. © 2007 Prentice Hall, Inc. All rights reserved. 13–3
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
Stimulating Innovation
• Explain why innovation isn’t just creativity.
• Explain the systems view of innovation.
• Describe the structural, cultural, and human resource variables that are necessary for innovation.
• Explain what idea champions are and why they’re important to innovation.
© 2007 Prentice Hall, Inc. All rights reserved. 13–4
What Is Change?
• Organizational Change
Any alterations in the people, structure, or technology of an organization
• Characteristics of Change
Is constant yet varies in degree and direction
Produces uncertainty yet is not completely unpredictable