1 / 10

Chapter 16

Chapter 16. Leading Change. Ex. 16.1 Forces Driving the Need for Major Organizational Change. Globalization, technological change, e-business, increased competition, changing markets. More threats More domestic competition Increased speed International competition. More opportunities

favian
Download Presentation

Chapter 16

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Chapter 16 Leading Change

  2. Ex. 16.1 Forces Driving the Need for Major Organizational Change Globalization, technological change, e-business, increased competition, changing markets More threats More domestic competition Increased speed International competition More opportunities Bigger markets Fewer barriers More international markets More large-scale change in organizations Reengineering Horizontal organizing – teams Networks Quality programs New technologies and products Mergers, joint ventures Consortia Virtual and global teams Strategic change Cultural change Learning organization

  3. Ex. 16.2 The Eight-Stage Model of Planned Organizational Change 8. Institutionalize changes in the org. culture 1. Establish a sense of urgency 7. Consolidate gains, create greater change 2. Form a powerful guiding coalition 3. Develop a compelling vision and strategy 6. Generate short-term wins 5. Empower employees to act on the vision 4. Communicate the vision widely

  4. Ex. 16.3 A Range of Everyday Change Strategies Disruptive self-expression Variable-term opportunism Private Leader working alone Public Leader working with others Verbal Jujitsu Strategic alliance-building

  5. Personal Compact The reciprocal obligations and commitments that define the relationship between employees and the organization • Reasons people resist change: • Self-interest • Uncertainty • Different assessments and goals

  6. Downsizing Intentionally reducing the size of a company’s workforce

  7. Innovation Terms Creativity • The generation of new ideas that result in improved efficiency and effectiveness of the organization Idea Incubator • A safe harbor where ideas from employees throughout the organization can be developed without interference from company bureaucracy or politics

  8. Innovation Terms (contd.) Corporate Entrepreneurship • Internal entrepreneurial spirit that includes values of exploration, experimentation, and risk taking Idea Champions • People who passionately believe in a new idea and actively work to overcome obstacles and resistance

  9. Ex. 16.4 Characteristics of Innovative Organizations and Creative People

  10. Ex. 16.5 Stages in the Creative Process Recognition of problem/opportunity Evaluation and implementation Information gathering Insight Incubation

More Related