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Unformatted text preview: This edition is intended for use outside of the U.S. only, with content that may be different from the U.S. Edition. This may not be resold, copied, or distributed without the prior consent of the publisher. Chapter 11 Managing Change and Innovation Chapter Outline I. Turbulent Times and the Changing Workplace II. Model of Planned Organizational Change A. Forces for Change B. Need for Change III. Initiating Change A. Search B. Creativity C. Idea Champions and New-Venture Teams IV. Implementing Change A. Resistance to Change B. Force Field Analysis C. Implementation Tactics V. Types of Planned Change A. Technology Changes B. New-Product Changes C. Structural Changes VI. Culture/People Changes A. Training and Development B. Organizational Development Annotated Learning Objectives After studying this chapter, students should be able to: 1. Define organizational change and explain the forces for change. Organizational change is defined as the adoption of a new idea or behavior by an organization. Forces for change exist in both the external environment and within the organization. External forces originate in all environmental sectors including customers, competitors, technology, economic, and international events. Internal This edition is intended for use outside of the U.S. only, with content that may be different from the U.S. Edition. This may not be resold, copied, or distributed without the prior consent of the publisher. CHAPTER 11 Managing Change and Innovation • 285 forces for change arise from internal activities and decisions. Demands by employees, labor unions, and production inefficiencies can all generate a force to which management must respond with change. 2. Describe the sequence of four change activities that must be performed in order for change to be successful. The four events that make up the change sequence are as follows: internal and external forces for change must exist; organization managers monitor these forces and become aware of a need for change; the perceived need triggers the initiation of change; and change is implemented. 3. Explain the techniques managers can use to facilitate the initiation of change in organizations, including idea champions, new-venture teams, and idea incubators and open innovation. After the need for change has been perceived, the next part of the change process is initiating change, a truly critical aspect of change management. This is where the ideas that solve perceived needs are developed. Organizations can search for, or create, a change to adopt. Search is the process of learning about current developments inside or outside the organization that can be used to meet the perceived need for change. Creativity is the development of novel solutions to perceived problems. Creative individuals develop ideas that can be adopted by the organization....
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- Fall '08