View
218
Download
0
Category
Preview:
Citation preview
8/18/2019 Creativity & Change Leadership
1/20
Management - Chapter 18 1
Leadership responsibilities for the
innovation process:
– Imagining.
– Designing.
– Eperimenting.
– !ssessing.
– "caling.
8/18/2019 Creativity & Change Leadership
2/20
Management - Chapter 18 #
$o%r steps of the prod%ct innovation
process:
– Idea creation.
– Initial eperimentation.
– $easibilit& determination. – $inal application.
8/18/2019 Creativity & Change Leadership
3/20
Management - Chapter 18 '
8/18/2019 Creativity & Change Leadership
4/20
Management - Chapter 18 (
Change leader.
– ! change agent )ho ta*es leadership
responsibilit& for changing the eisting pattern
of behavior of another person or social s&stem.
Change leadership. – $or)ard-loo*ing.
– +roactive.
– Embraces ne) ideas.
8/18/2019 Creativity & Change Leadership
5/20
Management - Chapter 18 ,
$ig%re: Change leaders vers%s stat%s %o
managers.
8/18/2019 Creativity & Change Leadership
6/20
Management - Chapter 18
/op-do)n change.
– "trategic and comprehensive change that isinitiated )ith the goals of comprehensiveimpact on the organi0ation and its performancecapabilities.
– Driven b& the organi0ations top leadership.
– "%ccess depends on s%pport of middle-leveland lo)er-level )or*ers.
8/18/2019 Creativity & Change Leadership
7/20
Management - Chapter 18 2
3ottom-%p change. – /he initiatives for change come from an& and
all parts of the organi0ation4 not 5%st topmanagement.
– Cr%cial for organi0ational innovation.
– Made possible b&:
6 Emplo&ee empo)erment.6 Emplo&ee involvement.
6 Emplo&ee participation.
8/18/2019 Creativity & Change Leadership
8/20
Management - Chapter 18 8
Integrated change leadership.
– "%ccessf%l and end%ring change combines advantages
of top-do)n and bottom-%p approaches.
– /op-do)n:
6 3rea*s %p traditional patterns.
6 Implements diffic%lt economic ad5%stments.
– 3ottom-%p:6 3%ilds capabilit& for s%stainable change.
6 3%ilds capabilit& for organi0ational learning.
8/18/2019 Creativity & Change Leadership
9/20
Management - Chapter 18 7
/ransformational and incremental change. – nplanned change.
6 9esponse to %nanticipated events.
6 ood leaders act on opport%nities for reactive change. – +lanned change
6 !ligning the organi0ation )ith anticipated f%t%re challenges.
6 !ctivated b& proactive leaders )ho are sensitive to performancegaps.
6 /ransformational change
ma5or and comprehensiveredirection.
6 Incremental change ad5%sting eisting s&stems and practices.
8/18/2019 Creativity & Change Leadership
10/20
Management - Chapter 18 1;
and recogni0e those )ho help.
– 3%ild on s%ccess? align people and s&stems )ith ne) )a&s.
– "ta& )ith it? *eep the message consistent? champion thevision.
8/18/2019 Creativity & Change Leadership
11/20
Management - Chapter 18 11
Eternal forces for change: – lobali0ation.
– Mar*et competition.
– Local economic conditions. – overnment la)s and reg%lations.
– /echnological developments.
– Mar*et trends.
– "ocial forces and val%es.
Internal forces for change: – !rise )hen change in one part of the s&stem creates the need for
change in another part of the s&stem.
– Ma& be in response to one or more eternal forces.
8/18/2019 Creativity & Change Leadership
12/20
Management - Chapter 18 1#
@rgani0ational targets for change:
– /as*s
– +eople
– C%lt%re
– /echnolog&
– "tr%ct%re
8/18/2019 Creativity & Change Leadership
13/20
Management - Chapter 18 1'
8/18/2019 Creativity & Change Leadership
14/20
Management - Chapter 18 1(
$ig%re 18.' Le)ins three phases of
planned organi0ational change.
8/18/2019 Creativity & Change Leadership
15/20
Management - Chapter 18 1,
"trategies of ChangeA
$orce-coercion strateg& of change.
– ses po)er bases of legitimac&4 re)ards4 and
p%nishments to ind%ce change.
– 9elies on belief that people are motivated b& self-
interest.
– Direct forcing and political mane%vering.
– +rod%ces limited and temporar& res%lts.
– Most %sef%l in the %nfree0ing phase.
8/18/2019 Creativity & Change Leadership
16/20
Management - Chapter 18 1
9ational pers%asion strateg& of change.
– 3ringing abo%t change thro%gh pers%asion bac*ed b&
special *no)ledge4 empirical data4 and rational
arg%ment.
– 9elies on epert po)er.
– 9elies on belief that reason g%ides peoples decisions
and actions. – sef%l in the %nfree0ing and refree0ing phases.
– +rod%ces longer-lasting and internali0ed change.
8/18/2019 Creativity & Change Leadership
17/20
Management - Chapter 18 12
"hared po)er strateg& of change. – Engages people in a collaborative process of identif&ing
val%es4 ass%mptions4 and goals from )hich s%pport for
change )ill nat%rall& emerge. – /ime cons%ming b%t li*el& to &ield high commitment.
– Involves others in eamining socioc%lt%ral factors relatedto the iss%e at hand.
– 9elies on referent po)er and strong interpersonal s*illsin team sit%ations.
– 9elies on belief that people respond to socioc%lt%ralnorms and epectations of others.
8/18/2019 Creativity & Change Leadership
18/20
Management - Chapter 18 18
$ig%re: !lternative change strategies and
their leadership implications.
8/18/2019 Creativity & Change Leadership
19/20
Management - Chapter 18 17
Reasons for people resisting change:
– $ear of the %n*no)n
– Disr%pted habits
– Loss of confidence
– Loss of control
– +oor timing
– Bor* overload – Loss of face
– Lac* of p%rpose
8/18/2019 Creativity & Change Leadership
20/20
Management - Chapter 18 #;
Methods for dealing )ith resistance tochange: –
Ed%cation and comm%nication – +articipation and involvement
– Eplicit and implicit coercion
Recommended