© 2005 Prentice-Hall 16-1 Organizational Change and Development Chapter 16 Essentials of Organizational Behavior, 8/e Stephen P. Robbins

© 2005 Prentice-Hall )Describe forces that act as stimulants to change 2)Define planned change 3)Summarize Lewin’s three-step change model 4)Explain sources of resistance to change 5)Describe techniques for overcoming resistance to change After reading this chapter, you should be able to:

© 2005 Prentice-Hall 16-3 After reading this chapter, you should be able to: 6)Explain the values underlying most organizational development (OD) efforts 7)Describe a learning organization 8)Explain the three key elements in process reengineering 9)Identify symptoms of work stress 10)Summarize sources of innovation

© 2005 Prentice-Hall 16-4 Forces for Change

© 2005 Prentice-Hall 16-5 Change Agents Persons in organization responsible for managing change activities Managers, employees, consultants

© 2005 Prentice-Hall 16-6 “Calm Waters” Simile

© 2005 Prentice-Hall 16-7 Lewin Driving Forces Restraining Forces Combined

© 2005 Prentice-Hall 16-8 “White-Water Rapids” Simile Stability and predictability don’t exist Disruptions in the status quo Face constant change, bordering on chaos

© 2005 Prentice-Hall 16-9 Individual Resistance to Change Habit Security Economic Factors Fear of the Unknown Selective Information Processing

© 2005 Prentice-Hall Organizational Resistance Structural Inertia Limited Focus of Change Group Inertia Threat to Expertise Threat to Established Power Relationships Threat to Established Resource Allocations

© 2005 Prentice-Hall Communication Create a Learning Organization Reward Acceptance of Change Participation Provide Support Overcoming Resistance to Change

© 2005 Prentice-Hall Learning Organizations

© 2005 Prentice-Hall Organizational Development Respect for People Trust and Support Power Equalization Confrontation Participation

© 2005 Prentice-Hall OD Interventions Sensitivity Training Survey Feedback Process Consultation Team Building Intergroup Development Appreciative Inquiry

© 2005 Prentice-Hall Appreciative Inquiry Seeks to identify the unique qualities and special strengths of an organization, which can then be built on to improve performance

© 2005 Prentice-Hall Appreciative Inquiry Discovery Dreaming Design Destiny

© 2005 Prentice-Hall Contemporary Issues Continuous Improvement Process Re-engineering

© 2005 Prentice-Hall Stress Dynamic condition in which an individual is confronted with an opportunity, constraint, or demand related to what he desires and for which the outcome is perceived to be both uncertain and important

© 2005 Prentice-Hall Symptoms of Stress Physiological Psychological Behavioral

© 2005 Prentice-Hall Reducing Stress Employee Selection Organizational Communication Goal-setting Programs Job Redesign

© 2005 Prentice-Hall Stimulating Innovation Structural Variables Cultural Variables Human Resources Variables

© 2005 Prentice-Hall )Described forces that act as stimulants to change 2)Defined planned change 3)Summarized Lewin’s three-step change model 4)Explained sources of resistance to change 5)Described techniques for overcoming resistance to change Summary

© 2005 Prentice-Hall Summary 6)Explained the values underlying most organizational development (OD) efforts 7)Described a learning organization 8)Explained the three key elements in process reengineering 9)Identified symptoms of work stress 10)Summarized sources of innovation