2014 Cengage Learning. All Rights Reserved.

May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 The adoption of a new idea or behavior by
an organization
Change and innovation can come from
outside forces
Managers want to initiate change from the
inside
Disruptive innovation is a goal for global
competition

2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
2
 Change is not easy
Ambidextrous approach: Incorporating
structures and processes that are
appropriate for:
Creative impulse and for the systematic
implementation

Managers encourage flexibility and

freedom to innovate

2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
3
 Product change a change in the
organizations product or service outputs
Technology change a change in the
organizations production process
Three innovation strategies: exploration,
cooperation, and entrepreneurship

2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
4
 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
5
 Creativity novel ideas that meet
perceived needs or offer opportunities
Idea incubator a safe harbor where
employees can develop ideas without
interference from company bureaucracy or
politics

2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
6
 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
7
 Internal coordination
Horizontal linkage model simultaneously
contribute to new products and
technologies
External coordination
Includes customers and partners, suppliers
Open innovation commercialization of
ideas beyond the organization

2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
8
 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
9
 Managers should support entrepreneurship
activities and foster idea champions
Energy and effort is required to promote a
new idea
Sponsors approve and protect ideas when
critics challenge the concept

2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
10
 New-venture teams give free rein to
creativity
Skunkworks are informal, autonomous,
secretive groups that focus on
breakthrough ideas
New-venture funds provide resources for new
ideas

2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
11
 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
12
 Changes in how employees think

Changes in mind-set

People change = Training and development

Culture change = Organizational

development

Large culture change is not easy

2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
13
 Training Frequently used approach to
changing peoples mind-sets
Training and development is emphasized
for managers
Behavior and attitudes will influence people
and lead to culture change

2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
14
 Planned, systematic process of change
using behavioral science

Addresses three types of problems:

Mergers and acquisitions
Organizational decline and revitalization
Conflict management

2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
15
 Team-building activities

Survey-feedback activities

Large-group interventions

OD Steps:
Unfreezing
Changing
Refreezing
2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
16
 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
17
 Need for change
Disparity between existing and desired
performance levels
Understand the resistance to change
Self-interest
Lack of understanding and trust
Uncertainty
Different assessments and goals

2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
18
 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
19