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Prepared by Charlie CookThe University of West Alabama
Prepared by Charlie CookThe University of West Alabama
© 2010 South-Western, a part of Cengage LearningAll rights reserved.© 2010 South-Western, a part of Cengage LearningAll rights reserved.
Organization Change and Development
Organization Change and Development
Chapter 19Chapter 19
19–2© 2009 South-Western, a part of Cengage Learning
Chapter Learning Objectives
• Summarize the dominant forces for change in organizations.
• Describe the process of planned organization change.
• Discuss several approaches to organization development.
• Explain resistance to change.
• Identify the keys to managing successful organization change and development.
After studying this chapter you should be able to:
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Forces for Change
PeoplePeople CompetitionCompetitionTechnologyTechnologyInformation
Processing and Communication
Information Processing and Communication
Areas of Pressure for Change
Areas of Pressure for Change
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Table 19.1 Pressures for Organization Change
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Processes for Planned Organization Change
• Lewin’s Process ModelPlanned organization change requires a systematic
process of movement from one condition to another• Unfreezing
– Process by which people become aware of the need for change
• Change– Movement from the old way of doing things to a new way
• Refreezing– Process of making new behaviors relatively permanent
and resistant to further change
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Figure 19.1 Lewin’s Process of Organizational Change
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Processes for Planned Organization Change (cont’d)
• The Continuous Change Process Model Incorporates the forces for change, a problem-solving
process, a change agent, and transition management
Takes a top management perspective
• Perceives forces and trends that indicate need for change
• Determines alternatives for change
• Selects the appropriate alternative
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Figure 19.2 Continuous Change Process Model of Organization Change
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Processes for Planned Organization Change (cont’d)
• The Continuous Change Process Model (cont’d)Change agent: a person responsible for managing a
change effort• Assists management with problem recognition/definition• Can be involved in generating/evaluating potential action
plans• Can be from inside or outside of the organization• Implements the change• Measures, evaluates, controls the desired results
Transition management• Process of systematically planning, organizing, and
implementing change
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Organization Development
• Organization Development (OD)The process of planned change/improvement of the
organization through the application of knowledge of the behavioral sciences
• System-Wide Organizational DevelopmentStructural Change
• Is a comprehensive system-wide rearrangement of task division, authority, reporting relationships
• Affects performance appraisal and rewards, decision-making, communication, information-processing systems
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Organization Development (cont’d)
Contemporary Approaches to System-Wide OD
Contemporary Approaches to System-Wide OD
ReengineeringReengineering RethinkingRethinking Quality of Work Life
Quality of Work Life
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Figure 19.3 Walton’s Categorization of Quality-of-Work-Life Programs
Reference: Adapted from Richard E. Walton, “Quality of Work Life: What Is It?” Sloan Management Review, Fall 1973, pp. 11–21, by permission of the publisher. Copyright © 1973 by the Sloan Management Review Association. All rights reserved.
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Organization Development (cont’d)
• Task and Technological ChangeTask redesign
• Changing tasks involved in doing the work, the technology, or both
Technological change• Changing how inputs are transformed into outputs
• Griffin’s integrated framework for introducing job changes
• Nine steps that reflect the complexities of the interfaces between individual jobs and the total organization
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Table 19.2 Integrated Framework for Implementation of Task Redesign in Organizations
Reference: Ricky W. Griffin, Task Design: An Integrative Framework (Glenview, IL: Scott, Foresman, 1982), p. 208. Used by permission.
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OD: Group and Individual Change
People-Oriented Change
Techniques
People-Oriented Change
Techniques
TrainingTraining
Management Development
Management Development
Team BuildingTeam Building
Survey FeedbackSurvey Feedback
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OD: Group and Individual Change (cont’d)
• Training Purpose:
• Improve employees’ current job skills or impart new skills
Methods:• Lecture, discussion, lecture-discussion combination,
experiential methods, case studies, films/video tapes
Locations:• Classroom, on and off company property, at a hotel, resort,
and conference centers, and on-the-job
Major difficulty:• Transferring learning to the workplace
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OD: Group and Individual Change (cont’d)
• Management Development Programs
Multifaceted, complex, long-term process with no quick and simple approach:
• Organizations should identify carefully and systematically their unique development needs and existing programs
• Management development objectives must be compatible with organizational objectives
• The utility and value of management development is not proven
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OD: Group and Individual Change (cont’d)
To set team goals and priorities
To set team goals and priorities
To examine relationships among those
doing the work
To examine relationships among those
doing the work
To analyze and allocate the way work is performed
To analyze and allocate the way work is performed
To examine how a group is working
To examine how a group is working
Team Building GoalsTeam Building Goals
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OD: Group and Individual Change (cont’d)
• Survey FeedbackProvides information about
employees’ beliefs and attitudes
Can assist management with problem-solution diagnosis
Data are returned to employee groups at all organization levels
Data are used by all employees working together in their normal work groups to identify/solve problems
Digital Vision at Getty Images®
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Figure 19.4 The Survey Feedback Process
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Resistance to Change
• The Resistance to Change Paradox
Organizations invite change when change offers competitive advantage
Organizations resist change when change threatens the organization’s structure and control systems
Organizations must balance stability (permanence) with the need to react to external shifts (change)
Resistance can warn of the need to reexamine the need for change
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Resistance to Change: Sources of Resistance to Change
(Katz and Kahn)
• Organizational Sources Overdetermination
Narrow focus of change
Group inertia
Threatened expertise
Threatened power
Resource allocation changes
• Individual Sources Habit
Security
Economic factors
Fear of the unknown
Lack of awareness
Social factors
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Table 19.3 Organizational and Individual Sources of Resistance
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Managing Successful Organization Change and Development
• Keys to Managing Change in OrganizationsConsider international issues
Take a holistic view
Start small
Secure top management support
Encourage participation by those affected by the change
Foster open communication
Reward those who contribute to change
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Table 19.4 Keys to Managing Successful Organization Change and Development
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Organizational Behavior in Action
• After reading the chapter:
In the chapter opening case, how does the return of Michael Dell to Dell compare with the return of Howard Schultz to Starbuck’s?
Which pressures for organizational change are likely to increase when economic conditions decline? When they improve?
Which individual source of resistance to change likely causes students to perform poorly in school? How could the resistance be overcome?
