Name: Chapter 11
Uploaded: 2022-05-07
Duration: 30 min 41 s
Description: Chapter 11. Managing Change and Innovation By: Muhammad Rumail 24008.

Chapter 11. Managing Change and Innovation By: Muhammad Rumail 24008. 

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Managing Change and  Innovation By: Muhammad  Rumail  24008

Instructions. These slides have been voiced over by me, Muhammad Rumail . In order to listen to the voice over attached, one must click on the “speaker icon” located at the bottom right corner of each slide. After that a horizontal bar with a “play” button will appear, click the “play” button. The voice notes contain verbal presentation. Thank you. 

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These slides have been voiced over by me, Muhammad  Rumail . In order to listen to the voice over attached, one must click on the “speaker icon” located at the bottom right corner of each slide. After that a horizontal bar with a “play” button will appear, click the “play” button.  The voice notes contain verbal presentation.      Thank you

Introduction. If organizations don’t successfully change and innovate, they die. 

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If organizations don’t successfully change and innovate,  they die

Changing People and Culture. Changes in how employees think Changes in mind-set People change = Training and development Culture change = Organizational development Large culture change is not easy. 

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Changes in how employees think Changes in mind-set People change  = Training and  development Culture change  = Organizational  development Large culture change is not easy

Major Difference Between People Change and Culture Change. 

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Major Difference Between People Change and Culture Change

Culture Change The organization as a whole changes

Training and Development. Training – Frequently used approach to changing people’s mind-sets Training and development is emphasized for managers Behavior and attitudes will influence people and lead to culture change Through these training programs, companies provide their employees with appropriate soft skills and hard skills that enable them to work more efficiently. 

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Training – Frequently used approach to changing people’s mind-sets Training and development is emphasized for managers Behavior and attitudes will influence people and lead to culture  change Through these training programs, companies provide their employees with appropriate soft skills and hard skills that enable them to work more efficiently

Organizational Development. Planned, systematic process of change using behavioral science Addresses three types of problems: Mergers and acquisitions Organizational decline and revitalization Conflict management. 

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Planned, systematic process of change using behavioral science Addresses three types of problems: Mergers and  acquisitions Organizational decline and revitalization Conflict management

OD Activities. Team-building activities Survey-feedback activities Large-group interventions OD Steps: Unfreezing Changing Refreezing. 

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Team-building activities Survey-feedback activities Large-group  interventions OD Steps: Unfreezing Changing Refreezing

9. Unfreezing The problem is made elaborate The organization is made ready for the upcoming change Changing The much speculated change is carried out Refreezing The positive changes have been made and they are now being reinforced. 

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Unfreezing The problem is made elaborate The organization is made ready for the upcoming change Changing The much speculated change is carried out Refreezing The positive changes have been made and they are now being reinforced

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11.6 - OD Approaches to Culture Change. 11. Focus for action: Information Source: Distribution: Time frame: Learning: Change process: Traditional Organization Development Model Specific problem or group Organization Limited Gradual Individual, small group Incremental change Large-Group Intervention Model Entire system Organization and environment Widely shared Fast Whole organization Rapid transformation SOURCE:Adapted from Barbara Benedict Bunker and BillieT. Aban, "Conclusion:VVhat Makes Large Group Interventions Effective?"Journal ofApplied Behavioral Science 28, no. 4 (December 1992): 579—591.. 

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Focus for action:
Information
Source:
Distribution:
Time frame:
Learning:
Change process:
Traditional Organization
Development Model
Specific problem or group
Organization
Limited
Gradual
Individual, small group
Incremental change
Large-Group Intervention
Model
Entire system
Organization and environment
Widely shared
Fast
Whole organization
Rapid transformation
SOURCE:Adapted from Barbara Benedict Bunker and BillieT. Aban, "Conclusion:VVhat Makes Large Group Interventions
Effective?"Journal ofApplied Behavioral Science 28, no. 4 (December 1992): 579—591.

Implementing Change. 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. 

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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

11.7 - Force-Field Analysis. Change is a result of the competition between driving and restraining forces Driving forces – problems or opportunities that provide motivation for change Restraining forces – barriers to change. 

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Change is a result of the competition between driving and restraining forces Driving  forces  – problems or opportunities that provide motivation for change Restraining forces  – barriers to change

What does the Force field analysis do?. In force field analysis, first the driving forces and the restraining forces are recognized. Then the restraining forces are eliminated and the driving forces are further strengthened This will help the driving forces dominate restraining forces in a given change and thus it will help in the implementation of the change. 

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In force field analysis, first the driving forces and the restraining forces are recognized. Then the restraining forces are eliminated and the driving forces are further strengthened This will help the driving forces dominate restraining forces in a given change and thus it will help in the implementation of the change

11.7 – Using Force-Field Analysis to Change from Traditional to Just-in-Time Inventory System. 

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11.7 – Using Force-Field Analysis to Change from Traditional to Just-in-Time Inventory System

Driving Forces
(Need for Change)
Inventory cost savings
Fewer workers
More competitive
market response
Restraining Forces
(Barriers to Change)
Freight system
Facilities layout
Worker skills
Union resistance to
job loss
Driving Forces
Inventory cost savings
Fewer workers
More competitive
market response
Reduced
Restraining Forces
Use of trucks
Addition of docks
Training program
Reassignment
Desired Movement
A. Traditional Inventory System
B. Just-in-Time Inventory System

11.8 - Tactics for Overcoming Resistance to Change. 

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11.8 - Tactics  for Overcoming Resistance to Change

Approach
Communication, education
Participation
Negotiation
Coercion
Top management support
When to Use
Change is technical.
• Users need accurate information and
analysis to understand change.
• Users need to feel involved.
Design requires information from others.
•
• Users have power to resist.
Group has power over implementation.
•
Group will lose out in the change.
•
• A crisis exists.
Initiators clearly have power.
•
• Other implementation techniques have
failed.
• Change involves multiple departments or
reallocation of resources.
• Users doubt legitimacy of change.
SOURCE: Based on J. R Kotter and LA Schlesinger, "Choosing Strategies for Change," Harvard Business Review 57
(March-April 1979): 106-1 14.