Organizational Change and Learning Chapter 12 Organizational Change and Learning Hellriegel, Jackson, and Slocum MANAGEMENT: A Competency-Based Approach South-Western College Publishing Copyright © 2002

Learning Objectives Describe four types of organizational change 12.1 Learning Objectives After reading this chapter, you should be able to: Describe four types of organizational change Explain the planning process for organizational change Identify four methods of organizational change and explain how they can be combined Describe how innovation relates to organizational change Discuss how learning organizations deal with change

Types of Organizational Change 12.2 Types of Organizational Change Small Adjustments Incremental Anticipatory Change Incremental Reactive Change Degree of Change Radical Anticipatory Change Radical Reactive Change Major Transformation Timing of Change Before Major Shifts in Environment After Major Shifts in Environment Adapted from Figure 12.2

Planning for Organizational Change 12.3 Planning for Organizational Change 3. Diagnose organizational problems 1. Assess environment 2. Determine performance gap 6. Make plans to anticipate and reduce resistance 4. Articulate and communicate a vision 5. Develop a strategic plan 7. Make plans to monitor and begin change implementation Adapted from Figure 12.3

Methods for Creating Change 12.4 Methods for Creating Change Organization Redesign Technology-based Combination of Methods Task-based People Oriented Adapted from Figure 12.4

KEYS for Understanding the Organization 12.5 KEYS for Understanding the Organization Examples of statements included in KEYS: People are encouraged to solve problems creatively in this organization My supervisor serves as a good work model There is free and open communication within my work group Generally I can get the resources I need for my work I have too much work to do in too little time There are many political problems in the organization Adapted from Table 12.1

Architecture for Innovation 12.6 Architecture for Innovation Learning Orientation Managers allow employees to identify and solve important problems Managers openly discuss organizational successes and failures Resilient Workforce Hiring and promotion decisions are used to weed out people who resist change Employees are trained in the fundamentals of organizational change and innovation Support for Innovation Formal and informal systems facilitate the free-flow knowledge throughout the organization Reward and recognition systems encourage the development of competencies needed for innovation Adapted from Table 12.2

Characteristics of a Learning Organization 12.7 Characteristics of a Learning Organization Shared Leadership Culture of Innovation Customer-Focused Strategy The Learning Organization Organic Organization Design Intensive Use Of Information Adapted from Figure 12.5