ninth edition

STEPHEN P. ROBBINS MARY COULTER

Chapter
Managing Change
13 and Innovation

PowerPoint Presentation by Charlie Cook

The University of West Alabama
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.

Forces for Change: Two Views of the Change

Process
● Discuss the external and internal forces for change.
● Contrast the calm waters and white-water rapids
metaphors of change.
● Explain Lewin’s three-step model of the change
process.
Managing Organizational Change
● Define organizational change.
● Contrast internal and external change agents.
● Explain how managers might change structure,
technology, and people.
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L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.

Managing Change
● Explain why people resist change and how resistance
might be managed.
Contemporary Issues in Managing Change
● Explain why changing organizational culture is so
difficult and how managers can do it.
● Describe employee stress and how managers can help
employees deal with stress.
● Discuss what it takes to make change happen
successfully.

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L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.

Stimulating Innovation
● Explain why innovation isn’t just creativity.
● Explain the systems view of innovation.
● Describe the structural, cultural, and human resource
variables that are necessary for innovation.
● Explain what idea champions are and why they’re
important to innovation.

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What Is Change?
• Organizational Change
Any alterations in the people, structure, or technology
of an organization
• Characteristics of Change
Is constant yet varies in degree and direction
Produces uncertainty yet is not completely
unpredictable
Creates both threats and opportunities
• Managing change is an integral part
of every manager’s job.

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Forces for Change
• External Forces • Internal Forces
Marketplace Changes in
Governmental laws organizational
and regulations strategy
Technology Workforce changes
Labor market New equipment

Economic changes Employee attitudes

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Change Process Viewpoints
• The Calm Waters Metaphor
Lewin’s description of the change process as a break
in the organization’s equilibrium state
❖ Unfreezing the status quo
❖ Changing to a new state
❖ Refreezing to make the change permanent
• White-Water Rapids Metaphor
The lack of environmental stability and predictability
requires that managers and organizations continually
adapt (manage change actively) to survive.

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Exhibit 13–1 The Change Process

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Change Agents
• Change Agents
Persons who act as catalysts and assume the
responsibility for managing the change process.
• Types of Change Agents
Managers: internal entrepreneurs
Nonmanagers: change specialists
Outside consultants: change implementation experts

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Exhibit 13–2 Three Categories of Change

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Types of Change
• Structural • People
Changing an organization’s Changing attitudes,
structural components or its expectations, perceptions,
structural design and behaviors of the
• Technological workforce
Adopting new equipment, • Organizational
tools, or operating methods development (OD)
that displace old skills and Techniques or programs to
require new ones change people and the
❖ Automation: replacing nature and quality of
certain tasks done by interpersonal work
people with machines relationships.
❖ Computerization

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Organizational Development
• Organizational Development (OD)
Techniques or programs to change people and the
nature and quality of interpersonal work relationships.
• Global OD
OD techniques that work for U.S. organizations may
be inappropriate in other countries and cultures.

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Exhibit 13–3 Organizational Development Techniques

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Managing Resistance to Change
• Why People Resist Change?
The ambiguity and uncertainty that change introduces
The comfort of old habits
A concern over personal loss of status, money,
authority, friendships, and personal convenience
The perception that change is incompatible with the
goals and interest of the organization

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Exhibit 13–4 Managerial Actions to Reduce Resistance to Change

• Education and communication

• Participation
• Facilitation and support
• Negotiation
• Manipulation and co-optation
• Selecting people who accept change
• Coercion

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Issues in Managing Change (cont’d)
• Changing Organizational Cultures
Cultures are naturally resistant to change.
Conditions that facilitate cultural change:
❖ The occurrence of a dramatic crisis
❖ Leadership changing hands
❖ A young, flexible, and small organization
❖ A weak organizational culture

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Exhibit 13–5 Strategies for Managing Cultural Change

• Set the tone through management behavior; top managers,

particularly, need to be positive role models.
• Create new stories, symbols, and rituals to replace those
currently in use.
• Select, promote, and support employees who adopt the new
values.
• Redesign socialization processes to align with the new values.
• To encourage acceptance of the new values, change the reward
system.
• Replace unwritten norms with clearly specified expectations.
• Shake up current subcultures through job transfers, job
rotation, and/or terminations.
• Work to get consensus through employee participation and
creating a climate with a high level of trust.
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Issues in Managing Change (cont’d)
• Handling Employee Stress
Stress
❖ The adverse reaction people have to excessive pressure
placed on them from extraordinary demands, constraints, or
opportunities.
❖ Functional Stress
– Stress that has a positive effect on performance.
How Potential Stress Becomes Actual Stress
❖ When there is uncertainty over the outcome.
❖ When the outcome is important.

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Exhibit 13–6 Causes of Stress

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Exhibit 13–7 Symptoms of Stress

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Issues in Managing Change (cont’d)
• Reducing Stress
Engage in proper employee selection
Match employees’ KSA’s to jobs’ Tasks, Duties, and
Responsibilities (TDR’s)
Use realistic job interviews for reduce ambiguity
Improve organizational communications
Develop a performance planning program
Use job redesign
Provide a counseling program
Offer time planning management assistance
Sponsor wellness programs

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Issues in Managing Change (cont’d)
• Making Change Happen Successfully
Embrace change—become a change-capable
organization.
Create a simple, compelling message explaining why
change is necessary.
Communicate constantly and honestly.
Foster as much employee participation as
possible—get all employees committed.
Encourage employees to be flexible.
Remove those who resist and cannot be changed.

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Exhibit 13–8 Characteristics of Change-Capable Organizations

• Link the present and • Ensure diverse teams.

the future.
• Encourage mavericks.
• Make learning a way • Shelter breakthroughs
of life.
• Integrate technology.
• Actively support and
encourage day-to-day • Build and deepen trust.
improvements and
changes.

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Stimulating Innovation
• Creativity
The ability to combine ideas in a unique way or to
make an unusual association.
• Innovation
Turning the outcomes of the creative process into
useful products, services, or work methods.
• Idea Champion
Dynamic self-confident leaders who actively and
enthusiastically inspire support for new ideas, build
support, overcome resistance, and ensure that
innovations are implemented.

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 Exhibit 13–9 Innovative Companies Around the World

Data: Boston Consulting Group * We broke ties by comparing 10-year annualized total shareholder returns.
In ties between a public and a private company, the public company was favored.

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Source: “A Global Pulse of Innovation,” BusinessWeek, April 24, 2006, p. 74.
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 Exhibit 13–10 Systems View of Innovation

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Source: Adapted from R.W. Woodman, J.E. Sawyer, and R.W. Griffin, “Toward a Theory of
Organizational Creativity,” Academy of Management Review, April 1993, p. 309.
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Exhibit 13–11
Innovation
Variables

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Creating the “Right” Environment for
Innovation
• Structural Variables
Adopt an organic structure
Make available plentiful resources
Engage in frequent interunit communication
Minimize extreme time pressures on creative activities
Provide explicit support for creativity

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Creating the “Right” Environment for
Innovation (cont’d)
• Cultural Variables
Accept ambiguity
Tolerate the impractical
Have low external controls
Tolerate risk taking
Tolerate conflict
Focus on ends rather than means
Develop an open-system focus
Provide positive feedback
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Creating the “Right” Environment for
Innovation (cont’d)
• Human Resource Variables
Actively promote training and development to keep
employees’ skills current.
Offer high job security to encourage risk taking.
Encourage individual to be “champions” of change.

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 Terms to Know
• organizational change
• change agent
• organizational
development (OD)
• stress
• creativity
• innovation
• idea champion

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