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Copyright © 2005 Prentice-Hall 18-1 Chapter 18 Managing Organizational Change Management: A Skills Approach, 2/e by Phillip L. Hunsaker
Copyright © 2005 Prentice-Hall 18-2 Learning Objectives Appreciate the Necessity of Managing Change Recognize What Causes Change Identify Targets for Change Plan and Implement Change Recognize and Overcome Resistance to Change Lead the Planned Change Process
Copyright © 2005 Prentice-Hall 18-3 Why is it Important to Adapt to Change? Individuals, teams, or organizations that do not adapt to change in timely ways are unlikely to survive.
Copyright © 2005 Prentice-Hall 18-4 Adapting to Change Individuals, teams and organizations that recognize the inevitability of change, learn to adapt to it, and attempt to manage it, will be the most successful.
Copyright © 2005 Prentice-Hall 18-5 What is Change? Coping process of moving from a unsatisfactory present state to a desired state
Copyright © 2005 Prentice-Hall 18-6 Reacting to Change Unplanned “Fire fighting”
Copyright © 2005 Prentice-Hall 18-7 Planned Change Results from deliberate attempts by managers to improve organizational operations
Copyright © 2005 Prentice-Hall 18-8 Unfreeze Change Refreeze Three Phases of Planned Change
Copyright © 2005 Prentice-Hall 18-9 UnfreezingUnfreezing Help people accept that change is needed because the existing situation is not adequate
Copyright © 2005 Prentice-Hall ChangingChanging Involves rearranging of current work norms and relationships to meet new needs
Copyright © 2005 Prentice-Hall RefreezingRefreezing Reinforces the changes made so that the new ways of behaving become stabilized
Copyright © 2005 Prentice-Hall Managing the Planned Change Process Improving the organization’s ability to cope with unplanned changes that are thrust upon it Modifying employee’s attitudes and behaviors to make them more effective contributors to the organization’s goals
Copyright © 2005 Prentice-Hall Steps in the Planned Change Process Recognize the need for change Diagnose and plan change Manage the transition Measure results Maintain change
Copyright © 2005 Prentice-Hall Initiating the Planned Change Process Recognize the need for change Diagnose and plan change Formulate Goals Determine stakeholders’ needs Examine driving and restraining forces
Copyright © 2005 Prentice-Hall Force-Field Analysis Process of analyzing the forces that drive change and the forces that restrain it
Copyright © 2005 Prentice-Hall Driving Forces Factors that push toward the new, more desirable status quo
Copyright © 2005 Prentice-Hall Restraining Forces Factors that exert pressure to continue past behaviors or to resist new actions
Copyright © 2005 Prentice-Hall Force-Field Analysis Model Restraining Forces Driving Forces Quasi- Stationary Equilibrium
Copyright © 2005 Prentice-Hall Managing the Planned Change Process Consider contingencies to determine the best interventions Manage the transition Measure results Maintain change
Copyright © 2005 Prentice-Hall Targets for Organizational Change Strategy – Develop new visions, missions, strategic plans Structure – Add a new department or division, or consolidate two existing ones People – Replace a person or change knowledge, skills, attitudes, or behaviors Technology – upgrade a data processing system Management –Encourage participation by those involved in solution of problems
Copyright © 2005 Prentice-Hall Reasons for Resistance to Change Selective Perception Lack of Information Fear of the Unknown Habit Resentment Toward the Initiator Sub-Optimization Structural Stability
Copyright © 2005 Prentice-Hall Overcoming Resistance to Change Education and Communication Participation and Involvement Facilitation and Support Negotiation and Agreement Manipulation and Co-optation Coercion Promote Positive Attitudes Toward Change
Copyright © 2005 Prentice-Hall Leading Organizational Change Establish a Sense of Urgency Form a Powerful Guiding Coalition Develop a Compelling Vision and Strategy Communicate Widely Empower Others to Act on the Vision Generate Short-term Wins Consolidate Gains and Create Greater Change Institutionalize Changes in the Organizational Culture
Copyright © 2005 Prentice-Hall 18-1 Managing Organizational Change.
Lim Sei cK. Change – making things different Planned change – change activities that are intentional and goal oriented Change agents – person who.
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Organization Change Organizational change is the process through which an organisation moves from the present state to an improved state. Change management.
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Chapter Ten Organizational Change & Innovation. B10-1 McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved. Two Types of Change:
FORCES FOR CHANGE NATURE OF THE WORKFORCE More cultural diversity Aging population and many new entrants with limited skills TECHNOLOGY Faster, cheaper,
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Copyright © 2004 Prentice Hall. All rights reserved.8–1 Model for Planned Organizational Change FIGURE 8–1 Source: Adapted from Larry Short, “Planned Organizational.
Chapter 22 Managing Change. Objectives Describe the nature of change Explain the essential components in the change process Understand the leader’s.
Copyright © 2005 Houghton Mifflin Company. All rights reserved. PowerPoint Presentation by Charlie Cook. Chapter Seven Organization Change and Innovation.
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Organizational Change and Development. Overview Sources of change Systems view of change Sources of resistance to change Overcoming resistance Lewin’s.
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1 ORGANIZATIONAL CULTURE. 2 What Is Organization Culture? There is no single widely accepted definition. –Most common definition: the set of values that.
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