PowerPoint to accompany

Chapter 13
Managing change and innovation

Learning outline
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Forces for change Change process Managing organisational change Contemporary issues
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downsizing, employee stress, successful change structural, human resource, and cultural variables
Robbins, Bergman, Stagg, Coulter Management 5e © 2008 Pearson Education Australia

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Stimulating innovation
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Change, innovation and sustainability

Forces for change
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Change – an organisational reality
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managing change is an integral part of every manager’s job government laws and regulations technology economic changes strategy, workforce, employee attitudes
Robbins, Bergman, Stagg, Coulter Management 5e © 2008 Pearson Education Australia

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External forces
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Internal forces
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Change process
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The calm waters metaphor
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the organisation as a large ship crossing a calm sea change is seen as an occasional disruption in the normal flow of events Kurt Lewin’s three-step description of the change process
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Successful change can be planned and requires unfreezing the status quo, changing to a new state, then refreezing to make the change permanent
Robbins, Bergman, Stagg, Coulter Management 5e © 2008 Pearson Education Australia

Change process

Robbins, Bergman, Stagg, Coulter Management 5e © 2008 Pearson Education Australia

Change process
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The white-water rapids metaphor
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the organisation is seen as a small raft navigating a raging river with uninterrupted white-water rapids. change is an expected and natural state, and managing change is a continual process. consistent with prior discussion of uncertain and dynamic environments and with a world that is increasingly dominated by information, ideas and knowledge.
Robbins, Bergman, Stagg, Coulter Management 5e © 2008 Pearson Education Australia

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Managing organisational change
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Organisational challenge
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