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Managing change-and-innovation

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MANAGING CHANGE AND INNOVATION © Prentice Hall, 2002 13-
Learning Objectives ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],© Prentice Hall, 2002 13-
Learning Objectives (cont.) ,[object Object],[object Object],[object Object],[object Object],[object Object],© Prentice Hall, 2002 13-
What Is Change? ,[object Object],[object Object],[object Object],[object Object],[object Object],© Prentice Hall, 2002 13-
Forces For Change ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],© Prentice Hall, 2002 13-
Forces For Change (cont.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],© Prentice Hall, 2002 13-
Two Views Of The Change Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],© Prentice Hall, 2002 13-
The Change Process © Prentice Hall, 2002 13-
Two Views Of The Change Process (cont.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],© Prentice Hall, 2002 13-
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
Managing Change ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],© Prentice Hall, 2002 13-
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Managing Change (cont.) © Prentice Hall, 2002 13-
[object Object],[object Object],[object Object],[object Object],Managing Change (cont.) © Prentice Hall, 2002 13-
Organizational Development Techniques © Prentice Hall, 2002 13- More Effective Interpersonal Work Environment Process Consultation Intergroup Development Sensitivity Training Survey Feedback Team Building
Managing Change (cont.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],© Prentice Hall, 2002 13-
Managerial Actions to Reduce Resistance to Change © Prentice Hall, 2002 13-
Contemporary Issues In Managing Change ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],© Prentice Hall, 2002 13-
Contemporary Issues (cont.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],© Prentice Hall, 2002 13-
The Road to Cultural Change © Prentice Hall, 2002 13-
Contemporary Issues (cont.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],© Prentice Hall, 2002 13-
Continuous Quality Improvement Versus Reengineering ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],© Prentice Hall, 2002 13-
Contemporary Issues (cont.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],© Prentice Hall, 2002 13-
Contemporary Issues (cont.) ,[object Object],[object Object],[object Object],[object Object],[object Object],© Prentice Hall, 2002 13-
Causes Of Stress STRESS © Prentice Hall, 2002 13- Personal Factors Job-Related
Symptoms Of Stress Symptoms of Stress Physiological Psychological Behavioral © Prentice Hall, 2002 13-
Contemporary Issues (cont.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],© Prentice Hall, 2002 13-
Contemporary Issues (cont.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],© Prentice Hall, 2002 13-
Stimulating Innovation ,[object Object],[object Object],[object Object],© Prentice Hall, 2002 13-
Systems View Of Innovation © Prentice Hall, 2002 13- Creative individuals, groups, organizations Creative process Creative situation Creative product(s) Inputs Transformation Outputs
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Stimulating Innovation (cont.) © Prentice Hall, 2002 13-
Stimulating Innovation (cont.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],© Prentice Hall, 2002 13-
Innovation Variables © Prentice Hall, 2002 13-

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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-