Schermerhorn - Chapter 151 Core Concepts of Management Schermerhorn Prepared by Cheryl Wyrick...

Schermerhorn - Chapter 15 1

Core Concepts of ManagementSchermerhorn

Prepared by

Cheryl Wyrick

California State Polytechnic University Pomona

John Wiley & Sons, Inc


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Chapter 15Change Leadership and Stress

Planning Ahead– What is a learning organization?– What are the challenges of change leadership?– What is organization development?– What are the implications of job and workplace

stress?


Learning Organizations and Innovation What is a Learning Organization?

– a company that is able to continuously change and improve based on the lessons of experience

– able to change due to the people, values and systems


Learning Organizations and Innovation Characteristics of learning organizations:

– Everyone sets aside the old ways of thinking.

– Everyone becomes self-aware and open to others.

– Everyone learns how the whole organization works.

– Everyone understands and agrees to a plan of action.

– Everyone works together to accomplish the plan.


The Nature of Innovation

Innovation– Process of creating new ideas and putting them

into practice• process: better ways of doing things

• product: creation of new or improved goods and services


The Nature of Innovation

Staffing supports innovation. Critical innovation roles include:

– Idea generators– Information gatekeepers– Product champions– Project managers– Innovation leaders


The Challenges of Organizational Change Change Leader

– person who actively sponsors and leads the processess of change


The Challenges of Organizational Change Top-Down Change

– strategic and comprehensive changes are initiated with the goal of comprehensive impact on the organization and its performance capabilities


The Challenges of Organizational Change Bottom-up Change

– initiative for change comes from persons throughout an organization and are supported by efforts of middle and lower level managers acting as change agents


The Challenges of Organizational Change Targets for Change

– tasks– people– culture– technology– structure


Managing Planned Change

Phases of Planned Change– Unfreezing: preparing

for change

– Changing: making actual changes

– Refreezing: stabilizing after change


Change Strategies

Force-Coercion– using power bases of

legitimacy, rewards and punishment to induce change

• direct forcing

• political maneuvering

– produces limited and temporary results


Change Strategies

Rational Persuasion Strategies– change through persuasion backed by special

knowledge, empirical data and rational argument

– informational strategy which assumes that people are guided by facts and self interest


Change Strategies

Shared Power Strategies– identifies or establishes values and assumptions

from which support for change will naturally emerge

– based on empowerment– managers need reference power and strong

interpersonal skills – slow process


Resistance to Change

Education and Communication Participation and Involvement Facilitation and Support Facilitation and Agreement Manipulation and Co-optation Explicit and Implicit Coercion


Technological Change

Good fit must be achieved with locals needs, practices and people


Developing Organizations and Careers Organization Development

– Comprehensive approach to planned organizational change that involves the application of behavioral science in a systematic and long range effort to improve organizational effectiveness


Developing Organizations and Careers

Goals and Process of Organizational Development– outcome goals: focus on

task accomplishments

– process goals: focus on the way people work together

Process and goals are pursued simultaneously


Goals and Process of Organizational Development Establish working relationship Diagnosis Intervention Evaluation Achieve terminal relationship


Organization Development Interventions Organization-wide Interventions

– Survey feedback– Confrontation meeting– Structural redesign– Management by objectives (MBO)


Organization Development Interventions

Team Interventions– team building

– process consultation

– intergroup teambuilding


Goals and Process of Organizational Development Individual Interventions

– sensitivity training (T-groups)– management training– role negotiation– job redesign– career planning


Stress

A state of tension experienced by individuals facing extraordinary demands, constraints, or opportunities.

Job-related stress goes hand-in-hand with the dynamic and sometimes uncertain nature of managerial work.


Stress

Work factors as sources of stress:– Excessively high or low task demands– Role conflicts or ambiguities– Poor interpersonal relationships– Too slow or too fast career progress

Personal factors as sources of stress:– Needs, capabilities, personality

Non-work factors as sources of stress:– Family events– Economics– Personal affairs


Stress

Consequences of stress– Constructive stress

• Acts as a positive influence

• Can be energizing and performance enhancing

– Destructive stress• Acts as a negative influence

• Breaks down a person’s physical and mental system.

• Can lead to job burnout and/or workplace rage.


Stress

Guidelines for coping with workplace stress:– Take control of the situation– Pace yourself– Open up to others– Do things for others– Exercise– Balance work and recreation


Change and Career Readiness

behave like an entrepreneur seek feedback on your performance continually set up your own mentoring systems get comfortable with teamwork take risks to gain experience and learn new skills be a problems solver keep your life in balance

Schermerhorn - Chapter 151 Core Concepts of Management Schermerhorn Prepared by Cheryl Wyrick...

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