TAILIEUCHUNG - Lecture Leadership - Chapter 16: Leading change

In this chapter students will be able to: Recognize 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; | Chapter 16 Leading Change Chapter Objectives Recognize 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. Ex. Forces Driving the Need for Major Organizational Change Globalization, technological change, e-business, increased competition, changing markets More threats More domestic competition Increased speed International competition More opportunities Bigger markets Fewer barriers More international markets More large-scale change in organizations Reengineering Horizontal organizing – teams Networks Quality programs New technologies and products Mergers, joint ventures Consortia Virtual and global teams Strategic change Cultural change Learning organization Ex. The Eight-Stage Model of Planned Organizational Change 1. Establish a sense of urgency 2. Form a powerful guiding coalition 3. Develop a compelling vision and strategy 4. Communicate the vision widely 5. Empower employees to act on the vision 6. Generate short-term wins 7. Consolidate gains, create greater change 8. Institutionalize changes in the org. culture Ex. A Range of Everyday Change Strategies Private Leader working alone Public Leader working with others Disruptive self-expression Variable-term opportunism Verbal Jujitsu Strategic alliance-building Personal Compact The reciprocal obligations and commitments that define the relationship between employees and the organization Downsizing Intentionally reducing the size of a company’s workforce Innovation Terms Creativity The generation of new ideas that result in improved efficiency and effectiveness of the organization Idea Incubator A safe harbor where ideas from employees throughout the organization can be developed without interference from company bureaucracy or politics Innovation Terms (contd.) Corporate Entrepreneurship Internal entrepreneurial spirit that includes values of exploration, experimentation, and risk taking Idea Champions People who passionately believe in a new idea and actively work to overcome obstacles and resistance Ex. Characteristics of Innovative Organizations and Creative People The Innovative Organization The Creative Individual Alignment Commitment Focused approach Self-initiated activity Interdependence Persistence Energy Unofficial activity Self-confidence Nonconformity Curiosity Diverse stimuli Open-mindedness Conceptual fluency Enjoys variety Within-company communication Social competence Emotionally expressive Loves people Ex. Stages in the Creative Process Recognition of problem/opportunity Evaluation and implementation Insight Incubation Information gathering

• Quản trị kinh doanh
• Lecture Leadership
• Leadership skills
• Kỹ năng lãnh đạo
• Leadership theory
• Leading change
• Everyday change strategies
• Art of Leadership
• Relationship of Leadership
• Strategic leadership
• Leadership power
• Asserting leader influence
• Leadership practice
• Leadership ethics
• Developing leadership diversity
• Interactive leadership
• Transformational leadership
• Team leadership
• Women and leadership
• Culture and leadership
• Leadership communication
• Communication process
• Behavior theories
• Toxic leadership
• Strategic direction
• Shaping values
• Learning organization
• Analyzing leadership
• The leadership process
• Moral leader
• Servant leadership
• Leadership triangle
• Components of leadership