, , , politics ( Balogun et al., 1999;Beatty & Lee, 1992; Caldwell, 2003; Santora et al., 1999 )
( Buchanan, 2003; Graetz et al, 2003; Mayon-White, 1993 ) ( Beatty & Lee ,1992; Caldwell, 2003 )
= , , , , ,
(2/ 4 ) 5.
, . ( Frohman, 1997; Kotter, 1990 )
= (), ( Nadler&Tushman ,1989)
a champion is required to identify the idea as his or her own, to promote the idea actively and vigorously through informal networks, and to risk his or her position and prestige to ensure the innovation's success (Schon, 1963)
Katzenbach et al.(1997) distinguish good managers who analyse, organize, monitor and control, from real change leaders, who create, innovate, experiment and take risks.
The competency is not enoughNeed expertise the effective change agent is able to deploy those core competences appropriately in context, and is not merely able to display those competences separately (Buchanan and Boddy, 1992)
O manager; ) 17.
(I stand out for change, choose me!!!)
; ( First in , then out)
( i.e. assessment centers, business simulations, psychometrics etc) 18. Nadler ,Shaw & Walton 19.
Avoiding Flying Monkeys, Smoking Poppies
Think of organization organically
Network like crazy
Live in the future not the present
Document your own learning
Not everyone get it in the same way
Know the business
Dont raise expectations unless you can fulfill them
Expect change to take longer than previously expected
20. Inconsistent with the initial attitudes to changeConsistent with the initial attitudes to changeDispositions & Competencies Pre-change attitudes Perceived impact of change Type of change PREDICTORS/ ADECEDENTS Attitudes towards change IntentionsBehavior CHANGE AGENCY PROCESS Change Success Change Effectiveness Change Performance OUTCOMES OF CHANGE AGENCY 21. If you think you are too small to be effective, you have never been in bed with a mosquito. ;;;;;;; 22.
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