Chapter 16 Smartbook .pdf - Chapter 16 Notes Managing...

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Chapter 16 Notes Managing Change and Stress Learning Objectives: (1) What are the common forces for change at work, and how can knowing them improve my personal effectiveness? (2) How can my organization and I use different approaches to more effectively manage change? (3) Why do people resist change and what can I do about it? (4) How does stress increase or reduce my effectiveness? (5) How can OB knowledge and tools help me effectively manage change and stress? 1. FORCES FOR CHANGE What are common forces for change at work, & how can knowing them improve my effectiveness? a. External Forces - External forces for change originate outside the organization. They can either present new opportunities for the organization to realize and grow, or they can cause its ultimate demise. The advent of smartphones created an opportunity that Apple seized and converted into a market-dominating platform with the iPhone. This same opportunity caused the downfall of the BlackBerry. Let us now consider the four key external forces for change: 1. Demographic characteristics. 2. Technological advancements. 3. Market changes. 4. Social, political, and regulatory. i. Demographics Characteristics 1
Chapter 16 Notes Managing Change and Stress ii. Technological Advancements - A McKinsey Global Survey of CEOs and other senior executives revealed the five most significant digital enterprise trends in business:4 1. Digital engagement of customers. 2. Use of big data and advanced analytics. 3. Digital engagement of employees and external partners. 4. Automation. 5. Digital innovation iii. Shareholder, Customer, and Market Changes iv. Social, Political, and Regulatory b. Internal Forces - Internal forces for change come from inside the organization. These forces may be subtle, such as low job satisfaction, or they can manifest in outward signs, such as low productivity, conflict, or strikes. Internal forces for change come from both human resource problems and managerial behavior and decisions. i. Human Resources Problems or Prospects - CFOs offer three pieces of advice for other executives: 1. Communicate. Share both job-critical details and information about the culture, people, and customers. 2. Identify the CEO’s strengths and compensate for the weaknesses. This will prevent the new executive from being blindsided. Complement his or her skills and knowledge. 3. Don’t be an obstacle or a resistor. Embrace the change. ii. Managerial Behaviors and Decisions 2. TYPES AND MODELS OF CHANGE

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