daft aise chp08 final

8/8/2019 Daft AISE Chp08 Final

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8-1

Innovation and

Change

2006 by South-Western, a division of Thomson Learning. All rights reserved.

Chapter 8


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2006 by South-Western, a division of Thomson Learning. All rights reserved. 8-3

Learning Objectives (contd.)5. Explain force-field analysis and other implementation tactics

that can overcome resistance to change.

6. Discuss the differences among technology, product,

structure, and culture/people changes.

7. Explain the change processes bottom up, top down,

horizontal associated with each type of change.

8. Define organizational development and large-group

interventions.


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Two Types of Planned Change

Incremental Change

based on efforts to improve basic

work and organizational processes.

Transformational Changeinvolves redesign and renewal of

the total organization.


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Need for Change

Based on external or internal forces.

Performance gapa disparity betweenexisting and desired performance levels.


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Initiating Change -- Search The process of learning about current

developments inside or outside the

organization that can be used to meet aperceived need for change


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Initiating Change -- Creativity The generation of novel ideas that may meet

perceived needs or offer opportunities for the

organization.


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Idea Champion

A person who sees the need for and champions

productive change within the organization.


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Promoting Corporate Innovation

New-Venture Teams

Skunkworks

Idea Incubator


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Resistance to Change

Self-Interest: the fear of personal loss is perhapsthe biggest obstacle to organizational change.

Lack of Understanding and Trust: do not

understand the intended purpose of a change, ordistrust the intentions.

Managers and employees often seem to prefer the

status quo.


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Resistance to Change (contd.)

Uncertainty: the lack of information about

future events. Different Assessments and Goals: people who

will be affected by innovation may assess the

situation differently.


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Ex.8.4 Using Force-Field Analysis to Change from

Traditional to Just-In-Time Inventory System


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Ex. 8.6 Types of Organizational Change

Technology Strategy

Structure

Products

Culture/People

SOURCE:Based on Harold J. Leavitt, Applied Organizat ional Change inIndustry: Structural, Technical, and Human Approaches, inNewPerspectives in Organization Research, ed. W. W. Cooper, H. J. Leavitt,and M. W. Shelly II (New York: Wiley, 1964), 55-74.


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Technology Change

Related to organizations production process.

Designed to enhance efficiency.

Generally Bottom-Up.


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Tools for Changing People & Culture

Organizational development.

Training and development programs.


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Organizational Development

is a planned, systematic process of change that uses

behavioral science knowledge and techniques to improve

an organizations health and effectiveness through itsability to adapt to the environment, improve internal

relationships, and increase learning and problem-solving

capabilities.


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Organizational Development (contd.)

Can help managers address:

mergers/acquisitions. organizational decline/revitalization.

conflict management.


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Achieving Behavioral and Attitudinal

ChangeUnfreezing:

diagnosis stage.

participants are made aware of problems in orderto increase their willingness to change theirbehavior.


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Change (contd.)

Changing:

intervention stage.

individuals experiment with new workplacebehavior.


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Change (contd.)

Re-freezing:

reinforcement stage.

individuals acquire a desired new skill or attitudeand are rewarded for it by the organization.

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