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chapter 8 notes, with the blanks!

by: Kayla Notetaker

chapter 8 notes, with the blanks! MNGT 3810

Marketplace > Auburn University > Business, management > MNGT 3810 > chapter 8 notes with the blanks
Kayla Notetaker

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About this Document

Chapter 8 notes, preparing for the final. also anything covered for the final.
Management Foundations
Christine Newman
Class Notes
Management, Management Foundations
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This 25 page Class Notes was uploaded by Kayla Notetaker on Wednesday March 2, 2016. The Class Notes belongs to MNGT 3810 at Auburn University taught by Christine Newman in Spring 2016. Since its upload, it has received 30 views. For similar materials see Management Foundations in Business, management at Auburn University.


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Date Created: 03/02/16
Chapter 8 Managing Change and Innova▯on Part IV: Leading 8-1 Learning Outcomes •Define organizational change and compare and contrast views on the change process. •Explain how to manage resistance to change. •Describe what managers need to know about employee stress. •Discuss techniques for stimulating innovation. Part IV: Leading 8-2 What is Organiza▯onal Change? Part IV: Leading 8-3 External Factors •Marketplace •Government laws and regula▯ons •Technology • labor markets •Economic changes Part IV: Leading 8-4 Internal Factors •Strategy _ •Composition of workforce •Employee attitudes Part IV: Leading 8-5 Ini▯a▯ng Change •Organizational changes need a catalyst. Part IV: Leading 8-6 Two Different Approaches •  “Calm waters” metaphor •  “White-water rapids” metaphor Part IV: Leading 8-7 Calm Waters Change Part IV: Leading 8-8 White-Water Rapids Change •Leading a company in change, in an industry in change. Part IV: Leading 8-9 Implemen▯ng Change Organiza▯on Development (OD): • Efforts that assist organizational members with a planned change by focusing on their attitudes and values. Part IV: Leading 8-10 Organiza▯on Development Efforts • 1.  Survey feedback 2.  Process consulta▯on 3.  Team-building 4.  Intergroup development Part IV: Leading 8-11 Resistance to Change 1. Uncertainty 2.  Habit 3.  Concern over personal loss 4.  Belief change is not in organization’s best interests Part IV: Leading 8-12 Reducing Resistance to Change Part IV: Leading 8-13 Employee Reac▯ons to Change • Change often creates stress for employees! Part IV: Leading 8-14 Change Often Creates Stress for Employees Part IV: Leading 8-15 Symptoms of Stress Part IV: Leading 8-16 Causes of Stress: Job Related 1. Task demands 2. Role demands 3.  Interpersonal demands 4.  Organization structure 5.  Organizational leadership Part IV: Leading 8-17 Causes of Stress: Personal 1.  Family and personal issues 2.  Personality type Part IV: Leading 8-18 Reducing Stress- by making sure the person’s job abili▯es match the job requirements Part IV: Leading 8-19 Crea▯vity and Innovation • Crea▯vity: • The ability to produce novel and useful ideas. •  Innova▯on: •  The process of taking a crea▯ve idea and turning it into a useful product, service, or method of operation. Part IV: Leading 8-20 Innova▯on Process 1.  Perception 2.  Incubation- sit on your idea and gather data 3.  Inspiration- everything starts coming together in the crea▯ve process and then lead to innova▯on 4.  Innovation- crea▯vity is transformed into a useful product Part IV: Leading 8-21 Encouraging Innova▯on Part IV: Leading 8-22 Structural Variables and Innova▯on 1.  Organic structures 2.  Abundant resources 3.  High interunit communication 4.  Minimal time pressure 5.  Work and nonwork support Part IV: Leading 8-23 Culture and Innova▯on •Acceptance of ambiguity •Tolerance of the impractical •  low external controls •Tolerance of risks •Tolerance of conflict •Focus on ends •  open-system focus •Positive feedback Part IV: Leading 8-24 HR and Innova▯on Part IV: Leading 8-25


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