Bài giảng Leadership - Chapter 16 Leading Change

Chapter 16Leading Change1Chapter ObjectivesRecognize social and economic pressures for change in today’s organizations.Implement the eight-stage model of planned major change and use everyday strategies for gradual change.Use techniques of communication, training and participation to overcome resistance to change.Effectively and humanely address the negative impact of change.Expand your own and others’ creativity and facilitate organizational innovation.2Ex. 16.1 Forces Driving the Need for Major Organizational ChangeGlobalization, technological change, e-business, increased competition, changing marketsMore threatsMore domestic competitionIncreased speedInternational competitionMore opportunitiesBigger marketsFewer barriersMore international marketsMore large-scale change in organizationsReengineeringHorizontal organizing – teamsNetworksQuality programsNew technologies and productsMergers, joint venturesConsortiaVirtual and global teamsStrategic changeCultural changeLearning organization3Ex. 16.2 The Eight-Stage Model of Planned Organizational Change1. Establish a sense of urgency2. Form a powerful guiding coalition3. Develop a compelling vision and strategy4. Communicate the vision widely5. Empower employees to act on the vision6. Generate short-term wins7. Consolidate gains, create greater change8. Institutionalize changes in the org. culture4Ex. 16.3 A Range of Everyday Change Strategies PrivateLeader working alonePublicLeader working with othersDisruptive self-expressionVariable-term opportunismVerbal JujitsuStrategic alliance-building5Personal CompactThe reciprocal obligations and commitments that define the relationship between employees and the organization6DownsizingIntentionally reducing the size of a company’s workforce7Innovation TermsCreativityThe generation of new ideas that result in improved efficiency and effectiveness of the organizationIdea IncubatorA safe harbor where ideas from employees throughout the organization can be developed without interference from company bureaucracy or politics8Innovation Terms (contd.)Corporate EntrepreneurshipInternal entrepreneurial spirit that includes values of exploration, experimentation, and risk takingIdea ChampionsPeople who passionately believe in a new idea and actively work to overcome obstacles and resistance9Ex. 16.4 Characteristics of Innovative Organizations and Creative PeopleThe Innovative OrganizationThe Creative IndividualAlignmentCommitmentFocused approachSelf-initiated activityInterdependencePersistenceEnergyUnofficial activitySelf-confidenceNonconformityCuriosityDiverse stimuliOpen-mindednessConceptual fluencyEnjoys varietyWithin-company communicationSocial competenceEmotionally expressiveLoves people10Ex. 16.5 Stages in the Creative ProcessRecognition of problem/opportunityEvaluation and implementationInsightIncubationInformation gathering11