Dr .
Heba Mohamed Abdel Wahab
Change and Innovation
Robbins & Coulter
Contemporary Management
Team members ID
Mona Mohamed Mohamed Elsayed 23225832
Mona Abdelfatah
Walid Mohamed Mahfouz
Mohamed Moussa
1- Describe making the case for change.
2- Compare and contrast views on the change process.
3- Classify areas of organizational change.
Learning 4- Explain how to manage change.
Objectives ● Know how to be change ready by overcoming your resistance to change.
5- Discuss contemporary issues in managing change.
● Develop your skill in change management so you can serve as a catalyst for
change.
6- Describe techniques for stimulating innovation.
7- Explain why managing disruptive innovation is important
We classify changes as :
• Organizational change
- any alteration of people, structure, or technology.
- Change is an organizational reality.
- Managing change is an integral part of every manager’s job.
Change • Change Agent
-Change agents can be a manager within the organization
but could also be a nonmanager.
Ex: change specialist from the human resources department
or even an outside consultant.
External Factors
• Changing consumer needs and wants : adapt to
changing consumer desire .
• New governmental laws : frequent impetus for
change
Forces for • Changing technology : source of change in
the •
almost all industries
Economic changes : uncertainties about interest
change rates, budget deficits, and currency change
Internal Factors
rates.
• New organizational strategy
• Change in composition of workforce
• New equipment
• Changing employee attitudes
The Change process
Calm Waters Versus White-Water Rapids Metaphors
The Change process viewpoints
THE CALM WATERS WHITE-WATER RAPIDS
METAPHOR METAPHOR
Lewin’s description of the change process as a • Consistent with uncertain and dynamic environments.
break in the organization’s equilibrium stat. • Consistent with a world increasingly dominated by
• Unfreezing : preparing for the needed change by: information,ideas,and knowledge.
-increasing the driving forces that direct behaviour away from status
• Managers must continually maneuverer in
quo
-decreasing the restraining forces that push behaviour towards the uninterrupted rapids
status quo
• Managers face constant change.
status quo : conceived to be an equilibrium
• Today, managers must be ready to efficiently and
• Changing : move to a new equilibrium level
effectively manage the changes facing their
• Refreezing : to make the change permanent
organization or their work area.
Managing Change
• Strategy • Structure
- Failure to change strategy when circumstances dictate could - changing an organization’s structural components or its
undermine a company's success. structural design.
- Michael O’Leary, Ryanair’s CEO admitted: “If I had only -The change from a bureaucratic and risk-averse company to
known that being nicer to our customers was good for one that could compete in a global market required structural
business I would have done it years ago.” changes such as decentralizing decision making.
Unfortunately, not all bureaucratic organizations can change easily
• Technology • People
technological changes usually involve the introduction changing attitudes, expectations, perceptions, and behaviours
of new equipment, tools, or methods; automation or of workforce .
computerization. Organizational development (OD) is the
Automation is a technological change that replaces term used to describe change methods that focus on people and
certain tasks done by people with tasks done by machines.
the nature and quality of interpersonal work relationships .
Types
Of
Change
Popular OD Techniques
Why people resist change ?
• The main reasons include uncertainty, habit, concern
over personal loss, and the belief that the change is not
Managing in the organization’s best interest.
resistance • The comfort of old habits.
• The fear the loss of status, money, authority,
to change friendships, personal convenience, or other economic
benefits they value.
• a person’s belief that the change is incompatible with
the goals and interests of the organization.
Managerial
Techniques for
Reducing
Resistance to
Change
• Changing organizational culture
Cultures are naturally resistant to change.
Creating a Conditions facilitate cultural change :
Culture for 1. The occurrence of a dramatic crisis .
Change 2. Leadership changes hands.
3. the organization is young and small.
4. The organizational culture is weak.
• Embrace change become a change-capable organization.
Making • Create a simple, compelling message explaining why
change is necessary.
change • Communicate constantly and honestly.
happen • Foster as much employee participation as possible- get
successfully all employees committed.
• Encourage employees to be flexible.
• Remove those who resist and cannot be changed.
• Link the present and the future.
• Make learning a way of life.
• Actively support and encourage day-to-day improvements and
Characteristics changes.
• Ensure diverse teams.
of Change-
Capable • Encourage mavericks.
Organizations • Shelter breakthroughs
• Integrate technology.
• Build and deepen trust.
Stress is the adverse reaction people have to excessive pressure
placed on them from extraordinary demands, constraints, or opportunities.
functional stress the stress that has a positive effect on performance .
• How potential stress becomes actual stress?
1. When there is uncertainty over the outcome.
2. When the outcome is important.
Stress
• Stressors : Factors that cause stress
• Personal factors : that can create stress include family issues, personal
economic problems, and inherent personality characteristics
• Type A personality
People who have a chronic sense of urgency and an excessive competitive drive
• Type B personality
People who are relaxed and easy-going and accept change easily
Causes of stress
• five categories of organizational stressors :
1. task demands : factors related to an employee’s job
2. role demands : pressures placed on an employee as a function of the
particular role he or she plays in the organization:
- 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
3. Interpersonal demands : pressures created by other employees. Lack of
social support from colleagues and poor interpersonal relationships
4. organization structure : Excessive rules and an employee’s lack of
opportunity to participate in decisions
5. organizational leadership : managers create a culture characterized by
tension, fear, and anxiety. They establish unrealistic pressures to perform in
the short run
SYMPTOMS
OF STRESS
• Engage in proper employee selection
• Use realistic job interviews for reduce ambiguity
Reducing • Improve organizational communications
Stress • Develop a performance planning program
• Use job redesign
• provide a counselling program
• offer time planning management assistance
Creativity Versus Innovation
• Creativity :The ability to combine ideas in a unique way or to make
unusual associations between ideas
STIMULATI • Innovation : Taking creative ideas and turning them into useful
NG products or work methods
Innovation • idea champion : Individual who actively and enthusiastically
supports new ideas, builds support, overcomes resistance, and
ensures that innovations are implemented
Innovati
on
Variable
s
Why managing disruptive innovation is important?
Disruptive innovation provides a competitive advantage by offering new options that
competitors haven’t yet provided. It allows companies to stay ahead in the market
Constant Transformation: Disruptive innovation brings about positive change and
transforms industries. It challenges established norms and processes.
Focus on People: Disruption evolves with a focus on improving people’s quality of life.
Companies that embrace it provide products aligned with evolving needs.
Efficiency Boost: Disruptive innovation optimizes processes and differentiates
companies from competitor
The End
