1. Chapter 18 Managing Change
Identify the major external and internal forces for change in organizations.
Describe how different types of change vary in scope.
Discuss methods organizations can use to manage resistance to change.
Explain Lewin’s organizational change model.
Explain how companies determine the need to conduct an organizational development intervention.
Discuss the major group-focused techniques for organization development intervention.
Discuss the major individual-focused techniques for organization development intervention.
Learning Outcomes
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2. Organizational Changes
LO1
Planned Change – change resulting from a deliberate decision to alter the organization
Unplanned Change – change that is imposed on the organization and is often unforeseen
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3. External Forces for Change
LO1
Workforce
Diversity
Globalization
Changing
Technology
Ethical
Behavior
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4. Internal Forces for Change
LO1
Declining
Effectiveness
Changes in
expectations
Changes in
work climate
Crisis
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Scope of Change
LO2
Incremental Change – change of a relatively small scope, such as making small improvements
Strategic Change – change of a larger scale, such as organizational restructuring
Transformational Change – change in which the organization moves to a radically different, and sometimes unknown, future state
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The Change Agent
LO2
Individual or group that undertakes the task of introducing and managing a change in an organization.
Internal or external
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Resistance to Change
LO3
Fear of the unknown
Fear of loss
Fear of failure
Disruption of interpersonal relationships
Personality conflicts
Politics
Cultural assumptions and values
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8. Dealing with Resistance to Change
LO3
Communication
details
rationale
Participation in the process
ownership
commitment
Empathy and support
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Lewin’s Change Model
LO4
Unfreezing
Moving
Refreezing
Reducing forces
For status quo
Developing new
attitudes, values,
and behaviors
Reinforcing new
attitudes, values,
and behaviors
Unfreezing: the organization eliminates rewards for current behavior
Moving: the organization initiates new options and explains their rationale
Refreezing: organizational culture and formal reward systems encourage the new behaviors
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10. Force Field Analysis of Decision to Engage in Exercise
LO4
Forces for change
Weight gain
Minimally passing
treadmill test
Feel lethargic;
have no energy
Family history of
cardiovascular disease
New, physically demanding job
Forces for status quo
Lack of time
No exercise facility at work
Spouse/partner hates to exercise
No interest in physical activity or sports
Made a grade of D in physical education class
Equilibrium
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11. Organizational Development (OD)
a systematic approach to organizational improvement that applies to organizational improvement in order to increase individual and organizational well-being and effectiveness
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12. Diagnosis and Needs Analysis
LO5
Diagnosis and Needs Analysis
Diagnosis and
needs analysis
Intervention
Follow-up
Questions to ask:
What are the forces for change?
What are the forces preserving the status quo?
What are the most likely sources of resistance?
What are the goals to be accomplished by change?
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13. Group-Focused Techniques5
LO6
Group-Focused Techniques
Survey feedback
Management by objectives (MBO)
Product and service quality programs
Team building
Process consultation
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14. Individual-Focused Techniques
LO7
Skills training
Leadership training & development
Executive coaching
Role negotiation
Job redesign
Health promotion programs
Career planning
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