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Idea Champions
Managers who actively and enthusiastically promote an idea, build support, overcome resistance, and ensure that innovation is implemented
Challenge Stress – may improve performance
Hindrance Stress – comes from obstacles to achieving goals – mostly negative
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Based on humanistic-democratic values:
Respect for People Trust and Support Power Equalization Confrontation
Participation
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Essentials of Organizational Behavior, 10/e
Stephen P. Robbins & Timothy A. Judge
Chapter 16
Organizational Change
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Have high self-confidence, persistence, energy, and acceptance of risk
Use inspiration and vision to gain commitment
Have decision-making discretion
After studying this chapter, you should be able to:
1. Identify forces that act as stimulants to change.
2. List the sources for resistance to change. 3. Compare the three main approaches to managing organizational change. 4. Describe the causes and consequences of work stress. 5. Describe characteristics of a learning organization. 6. Explain global differences in organizational change and stress.
Increase driving forces that direct behavior away from the status quo Decrease restraining forces that hinder movement from the existing equilibrium Combine the two above approaches
Using outside consultants
• Appreciative Inquiry
Discovering what the organization does right
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Creating a Culture for Change
Managers have no direct control on personal stress and there are ethical considerations about intruding into employees’ personal lives
Innovation: a new idea applied to initiating or improving a product, process, or service Sources:
Structural – verbose organic structures with slack resources and long-term managers Cultural – encourage experimentation, reward success and failure, and celebrate mistakes Human Resources – actively promote training and development, have high job security, use idea champions
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Kotter’s Eight-Step Plan
1. 2. 3. 4. Create urgency Form coalition Create new vision Communicate the vision 5. Empower others 6. Reward “wins” 7. Consolidate improvements
6.
7.
Selecting People who Accept Change
Coercion
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Approaches to Managing Organizational Change
• Lewin’s Three-Step Model of Change
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Contemporary Issues
• Technology in the Workplace • Work Stress • Creating Learning Organizations
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Overcoming Resistance to Change
1. 2. 3. 4. 5. Education and Communication Participation Building Support and Commitment Implementing Changes Fairly Cooptation
• Kotter’s Eight-Step Model of the Change Process • Organi10 Pearson Education, Inc.
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Lewin’s Three-Step Model
Unfreezing can be achieved by:
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Work Stress
Dynamic condition in which an individual is confronted with an opportunity, constraint, or demand related to what is desired and for which the outcome is perceived to be both uncertain and important • Types:
Individual • • • • • Habit Security Economic Factors Fear of the Unknown Selective Information Processing • • • • • Organizational Structural Inertia Limited Focus of Change Group Inertia Threat to Expertise Threat to Established Power Relationships and Resource Allocations
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Forces that Stimulate Change
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Sources of Resistance to Change
People tend to resist change, even in the face of evidence of its benefits.
Movement
Refreezing
Unfreezing
8. Reinforce the change
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Organizational Development
A collection of planned-change interventions that seek to improve organizational effectiveness and employee well-being
• Outside consultants can provide objective perspectives, but don’t have to live with the consequences of change
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