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Topic 14:
Organizational Change
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Learning Objectives
After studying this chapter, you should be ableto:
dentify forces for organizational change
!escribe "anaging planned change
dentify individual and organizational sources ofresistance to change
!iscuss strategies to overco"e changeresistance
#$plain several approaches to "anaging achange process
#$plain %ays of creating a culture for change 18-2
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&orces for Change
Nature of
Worforces Co!petition
"echno#ogy
Econo!ics
$orces
for Change
%ocia# "rendPo#itics
LO 1
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&orce for Change
LO 1
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'anaging (lannedChange
&oa#s of P#anned
Change'
Improving the ability of
the organization to adapt
to changes in its
environment.
hanging the behavior of
individ!als and gro!ps in
the organization.
&oa#s of P#anned
Change'
Improving the ability of
the organization to adapt
to changes in its
environment.
hanging the behavior ofindivid!als and gro!ps in
the organization.
Change
'a)ing things di*erent+
P#anned Change
Activities that areintentional and goaloriented+
Change (gents(ersons %ho act ascatalysts and assu"e theresponsibility for "anaging
change activities+
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-ources of ndividual .esistanceto Change
LO /
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-ources of Organizational .esistanceto Change
LO /
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-ources of ndividual andOrganizational .esistance toChange
LO /
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Overco"ing .esistance to Change
1+ #ducation and co""unication
+ (articipation/+ 0uilding support and co""it"ent
4+ !evelop positive relationships
+ "ple"enting changes fairly
2+ 'anipulation and cooptation
3+ -electing people %ho accept change
+ Coercion
LO 4
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Overco"ing .esistanceto Change
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Approaches to "anaging change:
1+ Le%in5s Three6-tep 'odel 7#$hibit 16/8
+ 9otter5s #ight6-tep (lan for"ple"enting Change 7#$hibit 168
/+ Action .esearch
4+ Organizational !evelop"ent
LO
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'anaging OrganizationalChange
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'anaging OrganizationalChange Le%in Three6-tep
'odel)nfree*ingChange e*orts to overco"ethe pressures of both
individual resistance and groupconfor"ity+
+efree*ing-tabilizing a changeintervention by balancing
driving and restrainingforces+
o-e!ent
A change process that
transfor"s the organizationfro" the status uo to adesired end state+
/ri-ing $orces&orces that direct behavior
a%ay fro" the status uo+
+estraining $orces&orces that hinder"ove"ent fro" thee$isting euilibriu"+
LO
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LO
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'anag ng rgan zat onaChange
Le%in Three6-tep 'odel
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'anag ng rgan zat onaChange
Le%in Three6-tep 'odel
LO
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LO 'anag ng rgan zat onaChange
9 otter #ight6-tep 'odel
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'anag ng rgan zat onaChange
Action .esearchAction Research is a change process based on the syste"atic
collection of data and selection of a change actionbased on %hat the analyzed data indicate+
The process consists of ;ve steps:1+ !iagnosis
+ Analysis
/+ &eedbac)
4+ Action+ #valuation
Action research provides at least t%o speci;c bene;ts:
t is proble" focused+
t reduces resistance to change+
LO
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Organizational Development
is a collection of change "ethods that tryto i"prove organizational e*ectiveness
and e"ployee %ell6being+O! "ethods value hu"an and
organizational gro%th, collaborative andparticipative processes, and a spirit of
inuiry+&ocuses on ho% individuals "a)e sense
of their %or) environ"ent+
LO
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'anag ng rgan zat onaChange
Organizational !evelop"ent
' t
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The underlying values in "ost O! e*ortsare:
.espect for people+
Trust and support+(o%er eualization+
Confrontation+
(articipation+
LO
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'anag ng rgan zat onaChange
Organizational !evelop"ent
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Creating a Culture forChange
-ti"ulating a Culture of nnovation
Innovation, a "ore specialized )ind of change, is ane% idea applied to initiating or i"proving a product,process, or services+
-ources of nnovation:
-tructural variables are the "ost studied potentialsource of innovation+
Organic structures positively in
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LO 2
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Creating a Culture forChange
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"plications for 'anagers
Consider that, as a "anager, you are achange agent in your organization+ Thedecisions you "a)e and your role6"odeling behaviors %ill help shape theorganization5s change culture+
=our "anage"ent policies and practices%ill deter"ine the degree to %hich the
organization learns and adapts tochanging environ"ental factors+
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