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External forces for change include changes in the marketplace, governmental laws
and regulations, technology, labor market fluctuations, and economic changes. Internal
forces for change include changes in the organization’s strategy, workforce, equipment,
or employee attitudes.
calm and predictable environment. The white-water rapids metaphor describes change as
Lewin’s three-step model includes unfreezing the status quo, changing to a new
The environment that managers face today is more like the white-water rapids
environment.
Exhibit 13-2.) Change agents are individuals who act as a catalyst for change and assume
the responsibility for managing the change process. External change agents may have a
limited understanding of the organization but are more likely to initiate drastic change.
Internal change agents are familiar with the organization, but may be reluctant to try new
approaches.
Changing technology involves changing the way work is performed or the methods or
equipment that are used. Changing people involves changing attitudes, expectations,
concern over personal loss, and believing that the change is not in the organization’s best
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.
understanding the situational factors and by having a strategy for change. (See Exhibit
13-5.)
Stress is the adverse reaction people have to excessive pressure placed on them
personal factors or by job-related factors. (See Exhibit 13-6.) Stress symptoms include
physical, psychological, and behavioral. (See Exhibit 13-7.) Managers can help
employees deal with job-related stress by making sure employees’ abilities match job
requirements, using realistic job previews during employee selection, improving
organization ready for change and the manager understanding his or her own role in the
Stimulating Innovation
unusual associations between ideas. Innovation is turning the results of the creative
The systems view of innovation (see Exhibit 13-10) looks at the inputs (creative
The structural variables that are necessary for innovation include organic
and work and non-work support. The human cultural variables include acceptance of
conflict, focus on ends, open-system focus, and positive feedback. The human resource
variables include high commitment to training and development, high job security, and
ideas, build support, overcome resistance, and ensure than innovations are implemented.