Management
A Practical Introduction
Third Edition
Angelo Kinicki &
Brian K. Williams
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
Chapter 10: Organizational
Change & Innovation
Lifelong Challenges for
the Exceptional Manager
The nature of change in organizations
Organizational development
Promoting innovation
Managing employee fear & resistance
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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10.1 The Nature Of Change
In Organizations
WHAT DO MANAGERS NEED TO KNOW ABOUT
CHANGE?
Managers need to be aware of five current trends
that will shape the future of business:
1. Customer groups are being segmented into ever
smaller groups that demand specialized messages
Marketing niches are now more important
2. Speed is becoming a key competitive weapon
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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10.1 The Nature Of Change
In Organizations
3. It can be difficult for traditional companies to take
advantage of a massive industry change
For these companies, it can be more successful to
establish a new division to incorporate change
4. Workers in nations like China and India are willing
to work twice as hard for half the pay as American
workers
Companies that outsource to these countries free
up domestic employees to work in other areas
5. Knowledge is becoming the new competitive
advantage
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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10.1 The Nature Of Change
In Organizations
Managers have to deal with two types of change:
1. Reactive change involves making changes in
response to problems or opportunities as they arise
Managers have less time to get the information
necessary to make decisions when they deal with
reactive change
2. Proactive change or planned change involves
making carefully thought-out changes in anticipation
of possible or expected problems or opportunities
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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10.1 The Nature Of Change
In Organizations
HOW DO MANAGERS KNOW THEIR
ORGANIZATIONS NEED TO CHANGE?
Managers can monitor forces inside and outside the firm to
identify areas of change
There are four types of external forces:
1. demographics - the U.S. workforce is now more diverse
2. market changes - companies are having to change the way
they do business and build new relationships with employees,
suppliers, and competitors; global economy
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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10.1 The Nature Of Change
In Organizations
3. technological advancements - managers must deal with the
realities of information technology
4. social & political pressures - social events create new
pressures for managers
There are two types of internal forces:
1. employee problems - job dissatisfaction can be a signal for
change
2. managers’ behavior - excessive conflict between managers
and employees can signal the need for change
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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10.1 The Nature Of Change
In Organizations
Figure 10.1: Forces For Change Outside And Inside The Organization
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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Chapter 10: Organizational
Change & Innovation
CLASSROOM PERFORMANCE SYSTEM
Which of the following is not an example of outside
forces?
A) mergers & acquisitions
B) office automation
C) structural organization
D) values
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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10.1 The Nature Of Change
In Organizations
Change is most likely to be needed in four areas:
1. changing people - perceptions, attitudes, performance, and
skills are all areas where change may be needed
2. changing technology - technology (any machine or process
that enables an organization to gain a competitive advantage
in changing materials used to produce a finished product) is a
major area of change for many organizations
3. changing structure - there is a trend toward flattening the
traditional hierarchical structure in firms by eliminating layers
of middle managers and creating teams that are linked
electronically
4. changing strategy - marketplace changes can cause
companies to change their strategies
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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10.2 Organizational Development:
What It Is, What It Can Do
WHAT IS ORGANIZATIONAL DEVELOPMENT?
The set of techniques for implementing planned
change to make people and organizations more
effective is organizational development (OD)
• Focuses on people in the process
A consultant with a background in behavioral
sciences who can be a catalyst in helping
organizations deal with old problems in new ways is
called a change agent
OD is put in place by a change agent
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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10.2 Organizational Development:
What It Is, What It Can Do
OD can be used in three ways:
1. Managing conflict - OD experts can help executives
improve their relationships with other managers to reduce
organizational conflict
2. Revitalizing organizations - OD can help companies
communicate, embrace innovation, and deal with stress
3. Adapting to mergers - OD can help firms integrate two
disparate organizations with different cultures, products, and
procedures
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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10.2 Organizational Development:
What It Is, What It Can Do
HOW DOES OD WORK?
OD managers:
1. Diagnose problems - surveys, questionnaires, interviews,
and meetings are used to identify problems
2. Intervene to make changes - attempts to correct diagnosed
problems is intervention
3. Evaluate the results - once a plan has been put into place, it
must be evaluated for effectiveness
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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10.2 Organizational Development:
What It Is, What It Can Do
OD is most successful in the following cases:
1. Multiple interventions - combined interventions
work better than single interventions
2. Management support - when there is the
commitment of top executives and the proposed
changes are realistic
3. Goals geared to both short- & long-term results change should only be implemented if it will produce
positive results toward the organization’s goals
4. OD is affected by culture - what works in one
country might not work in another
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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10.3 Promoting Innovation
Within The Organization
HOW CAN MANAGERS PROMOTE INNOVATION?
Innovation is important to keeping an organization vital and
maintaining a competitive advantage
Only four percent of U.S. executives surveyed felt their
organizations were doing a good job in promoting innovation
in their organizations
Instead of focusing on what their customers want and then
using that information to drive innovation, companies are
taking insular approaches to innovation
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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10.3 Promoting Innovation
Within The Organization
Innovation can occur by design or by accident, and
it can come from a profit or non-profit organization
Both a country’s culture and an organization’s
culture are important to innovation
Both types of culture must be conducive to the
development of new ideas
The U.S. has the type of culture that is essential to
innovation
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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10.3 Promoting Innovation
Within The Organization
There are two types of innovation:
A product innovation is a change in the appearance
or the performance of a product or a service, or the
creation of a new one
A process innovation is a change in the way a
product or service is conceived, manufactured, or
disseminated
Innovation that replaces existing products is called
radical innovation
Innovation that modifies a current product is called
incremental innovation
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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10.3 Promoting Innovation
Within The Organization
Innovation has four characteristics:
1. Innovation is uncertain - progress is difficult to predict, and
success is always a question mark
2. People closest to the innovation know the most about it managers who are removed from the innovation process have
difficulty understanding it
3. Innovation may be controversial - since innovation requires
company resources, it may become controversial since it is
not clear that it will be a success
4. Innovation can be complex - because innovation may
involve multiple departments, managers need strong
communication skills to manage its complexity
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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10.3 Promoting Innovation
Within The Organization
HOW CAN ORGANIZATIONS ENCOURAGE
INNOVATION?
Organizations can encourage innovation by providing:
1. the right organizational culture – celebrate failure
2. the appropriate resources – considerable resources should
be devoted to the innovation process
3. the correct reward system - experimentation (and failure)
are part of the innovation process
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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10.3 Promoting Innovation
Within The Organization
HOW CAN MANAGERS FOSTER INNOVATION?
The three steps to making innovation happen are:
1. recognizing problems that need solving and
opportunities that are presented
2. communicating your vision to get support for
innovation
3. removing obstacles that might prevent employees
from executing a vision
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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10.3 Promoting Innovation
Within The Organization
Figure 10.3: Three Steps For Fostering Innovation
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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10.4 The Threat Of Change: Managing
Employee Fear & Resistance
HOW SHOULD ORGANIZATIONAL CHANGE BE
MANAGED?
The degree to which employees feel threatened by change
depends on whether it is adaptive, innovative, or radically
innovative
The reintroduction of a familiar practice is known as
adaptive change
Since the change has been experienced in the past by the
organization, it is not particularly threatening to employees
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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10.4 The Threat Of Change: Managing
Employee Fear & Resistance
The introduction of a practice that is new to the
organization is called innovative change
This type of change tends to create some anxiety
in people
Introducing a practice that is new to the industry is
radically innovative change
This type of change is costly, complex, and
uncertain, and so triggers considerable anxiety in
employees
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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10.4 The Threat Of Change: Managing
Employee Fear & Resistance
The top ten reasons for resisting change are:
-people’s predispositions toward change
-surprise and fear of the unknown
-climate of mistrust
-fear of failure
-loss of status or job security
-peer pressure
-disruption of cultural traditions or group relationships
-personality conflicts
-lack of tact or poor timing
-non-reinforcing reward systems
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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10.4 The Threat Of Change: Managing
Employee Fear & Resistance
Kurt Lewin developed a three stage model to
explain how to initiate, manage, and stabilize planned
change
Stage 1: unfreezing- managers encourage
employees to become more open to innovation –
creating the motivation to change
Stage 2: changing - learning new ways of doing
things - managers convey that change is a learning
process that continues, it is not a one-time event
Stage 3: refreezing - managers encourage
employees to make the new ways part of their normal
way of doing things
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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