Professional Documents
Culture Documents
Chapter 7
Managing
Change,
Stress, and
Innovation
• Change agent
A person who initiates and assumes the responsibility
for managing a change in an organization
EXHIBIT 7.1
Copyright © 2004 Prentice Hall, Inc. All rights reserved. 7–5
Forces For Change
• External forces • Internal forces
Marketplace competition Strategy modifications
Government laws and New equipment
regulations New processes
New technologies Workforce composition
Labor market shifts Restructured jobs
Cycles in the economy Compensation and
Social change benefits
Labor surpluses and
shortages
Employee attitudes
Implementation of change
Refreezing
EXHIBIT 7.2
Copyright © 2004 Prentice Hall, Inc. All rights reserved. 7–9
Change In “White-water Rapids”
• Change is constant in a dynamic environment.
• The only certainty is continuing uncertainty.
• Competitive advantages do not last.
• Managers must quickly and properly react to
unexpected events.
Be alert to problems and opportunities
Become change agents in stimulating, implementing
and supporting change in the organization
EXHIBIT 7.3
Copyright © 2004 Prentice Hall, Inc. All rights reserved. 7–11
Techniques for Reducing Resistance to
Change
TECHNIQUE WHEN USED
Education and When resistance is due to misinformation
communication
Participation When resisters have the expertise to make
a contribution
Facilitation and When resisters are fearful and anxiety-ridden
support
Negotiation Necessary when resistance comes from
a powerful group
Manipulation When a powerful group’s cooperation and
an endorsement is is needed
Coercion When a powerful group’s endorsement is needed
EXHIBIT 7.4
Copyright © 2004 Prentice Hall, Inc. All rights reserved. 7–12
Making Changes In The Organization
• Changing structure
Alterations in authority relationships, coordination
mechanisms, degree of centralization, job design, or
similar organization structure variables.
• Changing technology
Modifications in the way work is processed or the
methods and equipment used.
• Changes in people
Changes in employee attitudes, expectations,
perceptions, or behaviors.
EXHIBIT 7.6
Copyright © 2004 Prentice Hall, Inc. All rights reserved. 7–19
Stressors
• Personal • Organizational
Family issues Task demands
Personal economic Role ambiguity
problems Role conflict
Inherent personality Role overload
characteristics. Technological
advancements
Work process
engineering
Downsizing
Restructuring
Copyright © 2004 Prentice Hall, Inc. All rights reserved. 7–20
Organizational Stressors: Role Demands
• Role conflicts
Work expectations that are hard to satisfy
• Role overload
Having more work to accomplish than time permits
• Role ambiguity
When role expectations are not clearly understood
Incubation
Inspiration
Innovation