Organizational Behavior and Organizational Change ...

1 CSE & Enterprise Systems CenterLehigh University1 Roger N. Nagel 2006 Organizational Behavior andOrganizational ChangeInnovation, Agility, & Change Management Roger N. NagelSenior Fellow & Wagner ProfessorLehigh UniversityCSE & Enterprise Systems CenterLehigh University2 Roger N. Nagel 2006 Topics This Presentation Organizational Change and Innovation Suggest Agility Forces for Change Managing Change Resistance to Change Personal Organizational Overcoming Resistance to Change Kotter s Eight-Step Plan for Implementing Change 21stCentury Innovation Organizational Development & Agility Techniques for Success In OD & Agility Core Competencies Produce Value Organizational Behavior Eleventh EditionBy Steve RobbinsISBN 0-13-191435-9 Reference Book Organizational Behavior

2 Eleventh EditionBy Steve RobbinsISBN 0-13-191435-9 Reference Book2o r g a n i z a t i o n a l b e h a v i o ro r g a n i z a t i o n a l b e h a v i o rstephen p. robbinse l e v e n t h e d i t i o ne l e v e n t h e d i t i o nCSE & Enterprise Systems CenterLehigh University3 Roger N. Nagel 2006 Topics This Presentation Transitioning from Type S: 20th Century Static Organization To Type A: 21st Century Agile Organization Contemporary Change Issues For Today s Managers Stimulating Innovation Development Process Organization Culture Management style Brainstorming Avoid These Brainstorming Mistakes Expect the Unexpected Be Agile & Be Innovative Adaptable To Deal With Change Creating a Learning Organization Organizational Behavior Eleventh EditionBy Steve RobbinsISBN 0-13-191435-9 Reference Book Organizational Behavior Eleventh EditionBy Steve RobbinsISBN 0-13-191435-9 Reference Book2o

3 R g a n i z a t i o n a l b e h a v i o ro r g a n i z a t i o n a l b e h a v i o rstephen p. robbinse l e v e n t h e d i t i o ne l e v e n t h e d i t i o nCSE & Enterprise Systems CenterLehigh University4 Roger N. Nagel 2006 Organizational Change and Innovation Suggest Agility When the target moves a herd of elephants is not able to Change A flock of birds is agile and able to follow a moving target Able to adapt and Change directions rapidlyCSE & Enterprise Systems CenterLehigh University5 Roger N.

4 Nagel 2006 Forces for ChangeE X H I B I T 18 1 Page 549E X H I B I T 18 1 Page 549 Force ExamplesNature of the workforce More cultural diversityAging populationMany new entrants with inadequate skillsTechnology Ubiquitous information, sensors and networksInformation Integration without bordersAccess, Transaction and DigitizationEconomic shocks Globally linked economiesRise and fall of dot-com stocks 2000 02 stock market collapseRecord low interest ratesCompetition Global competitorsMergers and consolidationsGrowth of e-commerceCSE & Enterprise Systems CenterLehigh University6 Roger N.

5 Nagel 2006 Forces for ChangeForce ExamplesConsumersInstant gratificationonline shopping for price and factsconfigurable modular productsexperience economyPurchasing AgentsGlobal sourcing and sourcing hubsCustomized goods and servicesShared profits, lower pricesseeking collaboration for low costSocial trends Global connectionInternet chat rooms Retirement of Baby BoomersRise in discount and big box retailersWorld politics Iraq warOpening of markets in China War on terrorism following 9/11/01 CSE & Enterprise Systems CenterLehigh University7 Roger N.

6 Nagel 2006 Managing ChangeGoals for Change :Improving the ability of the organization to adapt to changes and be more Agile. Changing the agility of individuals and groups in the for Change :Improving the ability of the organization to adapt to changes and be more Agile. Changing the agility of individuals and groups in the ChangeEnhancing Organizational AgilityChange AgentsPersons who act as catalysts and assume the responsibility for managing Change & Enterprise Systems CenterLehigh University8 Roger N.

7 Nagel 2006 The Politics of Change Impetus for Change is likely to come from outside Change agents. Internal Change agents are most threatened by their loss of status in the organization. Long-time power holders tend to implement only incremental Change . The outcomes of power struggles in the organization will determine the speed and quality of & Enterprise Systems CenterLehigh University9 Roger N. Nagel 2006 Sources of Individual Resistance to ChangeE X H I B I T 18 2 Page 553E X H I B I T 18 2 Page 553 CSE & Enterprise Systems CenterLehigh University10 Roger N.

8 Nagel 2006 Sources of Organizational Resistance to ChangeE X H I B I T 18 2 Page 553E X H I B I T 18 2 Page 553 CSE & Enterprise Systems CenterLehigh University11 Roger N. Nagel 2006 Sources of Organizational Resistance to Change Management of Organizational units Fear loss of power and control in Change Lack of clear vision for what to do to implement the Change Don t see or understand the rational for the Change Lack of belief in commitment by senior managers Change de jure Popular management changes fade over time and can be ignored b middle managersCSE & Enterprise Systems CenterLehigh University12 Roger N.

9 Nagel 2006 Sources of Organizational Resistance to Change Lack of incentives and metrics in management goals and objectives Tell me how I am measured and I will tell you how I will behave Fear of technology by senior and middle managers Either feel inadequate in using it Or don t believe it will work to support the business goals and management needsCSE & Enterprise Systems CenterLehigh University13 Roger N. Nagel 2006 Overcoming Resistance to ChangeTactics for dealing with resistance to Change : Education and communication Participation in the planning Facilitation and support Negotiation Manipulation and cooptation CoercionTactics for dealing with resistance to Change : Education and communication Participation in the planning Facilitation and support Negotiation Manipulation and cooptation CoercionPage 553 Page 553 CSE & Enterprise Systems CenterLehigh University14 Roger N.

10 Nagel 2006 Change the Status QuoE X H I B I T 18 4 Page 555E X H I B I T 18 4 Page 555 CSE & Enterprise Systems CenterLehigh University15 Roger N. Nagel 2006 Identify The Restraining Forces To OvercomeCSE & Enterprise Systems CenterLehigh University16 Roger N. Nagel 2006 Sources of Organizational Resistance to Change Management of Organizational units Fear loss of power and control in Change Lack of clear vision for what to do to implement the Change Don t see or understand the rational for the Change Lack of belief in commitment by senior managers Change de jure Popular management changes fade over time and can be ignored b middle managersCSE & Enterprise Systems CenterLehigh University17 Roger N.