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Managing change-and-innovation
1.
MANAGING CHANGE
AND INNOVATION © Prentice Hall, 2002 13-
2.
3.
4.
5.
6.
7.
8.
The Change Process
© Prentice Hall, 2002 13-
9.
10.
Three Categories Of
Change © Prentice Hall, 2002 13- Work specialization, departmentalization, chain of command, span of control, centralization, formalization, job redesign, or actual design Structure Attitudes, expectations, perceptions, and behavior People Work processes, methods, and equipment Technology
11.
12.
13.
14.
Organizational Development Techniques
© Prentice Hall, 2002 13- More Effective Interpersonal Work Environment Process Consultation Intergroup Development Sensitivity Training Survey Feedback Team Building
15.
16.
Managerial Actions to
Reduce Resistance to Change © Prentice Hall, 2002 13-
17.
18.
19.
The Road to
Cultural Change © Prentice Hall, 2002 13-
20.
21.
22.
23.
24.
Causes Of Stress
STRESS © Prentice Hall, 2002 13- Personal Factors Job-Related
25.
Symptoms Of Stress
Symptoms of Stress Physiological Psychological Behavioral © Prentice Hall, 2002 13-
26.
27.
28.
29.
Systems View Of
Innovation © Prentice Hall, 2002 13- Creative individuals, groups, organizations Creative process Creative situation Creative product(s) Inputs Transformation Outputs
30.
31.
32.
Innovation Variables
© Prentice Hall, 2002 13-
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