1. 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

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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