We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byTatum Batts
Modified over 2 years ago
© 2006 Prentice Hall Leadership in Organizations 10-1 Chapter 10 Leading Change in Organizations
© 2006 Prentice Hall Leadership in Organizations10-2 Learning Objectives Understand the different reasons for resisting change Understand the different types of organizational change Understand the psychological processes involved in making major changes Understand the different ways that leaders can influence the culture of an organization
© 2006 Prentice Hall Leadership in Organizations10-3 Learning Objectives Understand the characteristics of an effective vision Understand how to develop an appealing vision for the organization Understand the characteristics of a learning organization Understand how leaders can increase learning and innovation in organizations
© 2006 Prentice Hall Leadership in Organizations10-4 Reasons for Resistance to Change Lack of trust Belief that change is unnecessary Belief that the change is not feasible Economic threats Relative high cost Fear of personal failure Loss of status and power Threat to values and ideals Resentment of interference
© 2006 Prentice Hall Leadership in Organizations10-5 Stages in the Change Process Lewin’s Force-Field Model Unfreezing Changing Refreezing Stages in Reaction to Change Denial Anger Mourning Adaption Response to Repeated Traumatic Change Leaves people less resilient and more vulnerable Leaves people inoculated and better prepared to deal with change
© 2006 Prentice Hall Leadership in Organizations10-6 Types of Organizational Change Attitude-Centered Change Role-Centered Change Changes in Technology Change in Competitive Strategy Economic or Human Factor Changes Generic Change Programs
© 2006 Prentice Hall Leadership in Organizations10-7 Systems Model for Organizational Change Problems have multiple causes Actions have multiple outcomes Changes have delayed effects Actions that appear to offer quick relief may make things worse in the long run The best solution may offer no immediate benefits
© 2006 Prentice Hall Leadership in Organizations10-8 Influencing Organizational Change Nature of Organizational Change Primary Ways to Influence Culture Attention Reactions to crisis Role Modeling Allocation of rewards Criteria for selection and dismissal
© 2006 Prentice Hall Leadership in Organizations10-9 Influencing Organizational Change Secondary Ways to Influence Culture Design of systems and procedures Design of organizational structure Design of facilities Stories, legends, and myths Formal statements
© 2006 Prentice Hall Leadership in Organizations10-10 Developing a Vision Desirable Characteristics for a Vision Elements of a Vision Procedures for Developing a Vision Involve key stakeholders Identify strategic objectives with wide appeal Identify relevant elements in the old ideology Link the vision to core competencies Evaluate the credibility and refine the vision
© 2006 Prentice Hall Leadership in Organizations10-11 Implementing Change Responsibility for Implementing Major Change Support from top management The Pace and Sequencing of Changes Rapid versus gradual introduction of change Change interdependent subunits simultaneously Changes in the organizational structure to make it consistent with the strategy
© 2006 Prentice Hall Leadership in Organizations10-12 Guidelines for Political/Organizational Actions Determine who can oppose or facilitate change Build a broad coalition to support the change Fill key positions with competent change agents Use task forces to guide implementation Make dramatic, symbolic changes that affect the work Monitor the progress of change
© 2006 Prentice Hall Leadership in Organizations10-13 Guidelines for People-Oriented Actions Create a sense of urgency about the need for change Prepare people to adjust to change Help people deal with the pain of change Provide opportunities for early successes
© 2006 Prentice Hall Leadership in Organizations10-14 Guidelines for People-Oriented Actions Keep people informed about the progress of change Demonstrate continued commitment to the change Empower people to implement the change
© 2006 Prentice Hall Leadership in Organizations10-15 Innovation and Organizational Learning Internal Creation of New Knowledge Internal departments Pilot testing new ideas External Acquisition of New Knowledge Best practices Hiring outsiders External Consultants Joint ventures
© 2006 Prentice Hall Leadership in Organizations10-16 Innovation and Organizational Learning Knowledge Diffusion and Application Information systems Written or electronic documents Special purpose conferences Seminars and workshops Learning Organizations
© 2006 Prentice Hall Leadership in Organizations10-17 Guidelines for Increasing Learning and Innovation Encourage appreciation for flexibility and innovation Encourage and facilitate learning by individuals and teams Help people improve their mental model Leverage learning from surprises and failures
© 2006 Prentice Hall Leadership in Organizations10-18 Guidelines for Increasing Learning and Innovation Encourage and facilitate sharing of knowledge and ideas Set innovation goals Reward entrepreneurial behavior
Copyright © 2004 Prentice Hall. All rights reserved.8–1 Fundamental Question for Change What are the forces acting upon me? What are the pressures I.
Designing and Leading Teams Creating synergy. Groups versus Teams What are the features of groups versus teams? How are they different.
McGraw-Hill/Irwin Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 12: Corporate Culture and Leadership: Keys to Good.
Teaching an Old Dog New Tricks Managing Organizational Change.
O r g a n i z a t i o n a l b e h a v i o r e l e v e n t h e d i t i o n.
LA-UR LA-UR A Strategy for Stakeholder Management on an Enterprise-wide Software Engineering Project Heidi Hahn Los Alamos National Laboratory.
Learning Objectives 7.1 Describe the organizing process and how formal and informal organizations differ. 7.2 Identify some common types of organizational.
Organizational Change and Stress Management Chapter NINETEEN.
© 2011 Cengage Learning. All rights reserved. Chapter 18 Managing Change 1.Identify the major external and internal forces for change in organizations.
Sheryl Abelew MSN RN. Chapter 5 Initiating and Implementing Change.
Organizational Behavior, 8e Schermerhorn, Hunt, and Osborn Prepared by Michael K. McCuddy Valparaiso University John Wiley & Sons, Inc.
Session 6 Developing a Market- oriented Culture and Organisational Strategies for Change The crux session 1 Michael G.Warner Chartered Marketer MBA DipM.
Competence is the demonstrated ability to apply knowledge and/or skills and, where relevant, personal attributes. A certification scheme contains.
Chapter 5 Transfer of Training Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
An Experiential Approach to Organization Development 7 th edition Chapter 1 Slide 1 Chapter 1 Organization Development and Reinventing the Organization.
Leading Change in the 21 st Century Larry D. Coble School Leadership Services.
Chapter 13: Organizational Innovation and Change The primary purpose of this chapter is to help you understand how organizations can use innovation and.
Strategies for Managing Change - regarding the adoption of HINARI (module 6.4)
Essentials of Management Information Systems, 6e Chapter 3 Information Systems, Organizations, Management, and Strategy 3.1 © 2005 by Prentice Hall Information.
CONTEMPORARY MANAGEMENT (Lec:1) Asst. Prof. Management Science (USA), IMRAN HUSSAIN.
Sally Schmall, MSW President, Academy Coaching Enhancing individual and organizational performance through career coaching, leadership development and.
1.5 Change & the Management of Change HIGHER LEVEL (HL)
ORGANIZATIONAL DEVELOPMENT Books to be Read: 1.Organization Development – French & Bell 2.Organization Development – V. G. Kondalkar 3.Organization Development.
School Leadership that Works: From Research to Results Marzano, Waters, and McNulty 2005.
Managing Conflict and Change Change should be a friend. It should happen by plan, not by accident. Phil Crosby, quality advocate, author, and founder,
An Experiential Approach to Organization Development 7 th edition Chapter 13 Slide 1 Chapter 13 Work Team Development.
360 Leadership Process John Kuhls, Director of Human Resources Linda D. Smith, Director Staff Development NC Department of Revenue.
1 Please make sure to bring all the lecture notes (up to week 10) – as I will be summarizing all the notes today.
Module 8: Monitoring, evaluation and learning – for increased impact and improvement of the IEA process.
The Commercialization of Technology Dr. Michael Stankosky.
© 2016 SlidePlayer.com Inc. All rights reserved.