Managing Organizational Change and Innovation

Topics: Innovation, Management, Change management Pages: 6 (870 words) Published: November 16, 2013
Griffin - Management, 8th Edition

Chapter 13 - Managing Organizational Change and
Innovation
1. The Nature of Organization Change – any substantive modification to some part of the organization
a. Forces of Change
i. External Forces - derive form the organization’s
general and task environments
ii. Internal Forces – a variety of forces inside the
organization may cause change as well
b. Planned Versus Reactive Change
i. Planned change – change that is designed and
implemented in an orderly and timely fashion in
anticipation of future events
ii. Reactive change – a piecemeal response to
circumstance as they develop
2. Managing Change in Organizations
a. Steps in Change Process
i. The Lewin Model – Kurt Lewin suggested that change
requires three steps
1. Unfreezing – those who will be affected by the
change must be led to recognize whey change
is necessary
2. Change – must be implemented
3. Refreezing – reinforcing and supporting the
change so that it become part of the system
ii. A Comprehensive Approach to Change – take a
system view and delineates a series of specific steps
that often leads to successful change
1. Recognition of the need for change
2. Establishment of goals of the change
3. Diagnosis of relevant variables
4. Selection of appropriate change technique
5. Planning for implementation of the change
6. Actual implementation
7. Evaluation and follow-up
b. Understanding Resistance to Change
i. Uncertainty
ii. Threatened Self-Interests
iii. Different Perceptions
iv. Feelings of Loss
c. Overcoming Resistance to Change
i. Participation – often the most effective technique for
overcoming resistance to change
1. Educations and Communication – educate
employees about the need for change the
expected results
2. Facilitation – procedures are advisable
© Michael Abelson, 2006

Griffin - Management, 8th Edition

Chapter 13 - Managing Organizational Change and
Innovation
3. Force-Field Analysis – forces are acting for and
against change
3. Areas of Organization Change
a. Changing Organization Structure and Design
b. Changing Technology and Operations
i. Enterprise resource planning (ERP) – a large scale
information system for integrating and synchronizing
the many activities in the extended enterprise
c. Changing people, Attitude and Behaviors
d. Changing Business Processes
i. Business process change (reengineering) – the
radical redesign of all aspects of a business to
achieve major gains in cost, service or time
e. The Need for Business Process Change
f. Approaches to Business Process Change
i. The reengineering process:
1. Develop goals and a strategy for reengineering
effort
2. Emphasize top management’s commitment to
the reengineering effort
3. Create a sense of urgency among members of
the organization
4. Start with a clean slate; in effect, re-create the
organization
5. Optimize top-down and bottom-up perspectives
g. Organization Development
i. OD Assumptions
1. Organization development (OD) – an effort that
is planned, organization-wide and managed for
the top, intended to increase organizational
effectiveness and health through planned
interventions in the organization’s process,
using behavioral science knowledge
ii. OD Techniques
1. Diagnostic activities
2. Team building
3. Survey feedback
4. Education
5. Intergroup activities
6. Third-party peacemaking
7. Techno structural activities
8. Process consultation
9. Life and career planning
10. Coaching and counseling
11. Planning and goal setting
© Michael Abelson, 2006

Griffin - Management, 8th Edition

Chapter 13 - Managing Organizational Change and
Innovation
iii. The Effectiveness of OD
h. Organizational Innovation – innovation, the managed effort of an organization to develop new products or services or
new rules for existing products or services
i. The Innovation Process
1. Innovation Development – involves evaluation,
modification, and improvement...
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