1. Organizational Change and Development
Essentials of Organizational Behavior, 9/e
Stephen P. Robbins/Timothy A. Judge
Chapter 16
Organizational Change and Development

2. After studying this chapter, you should be able to:
Describe forces that act as stimulants to change
Contrast two views of change
Summarize Lewin’s three-step change model
Describe factors that lead to resistance to change and how resistance can be reduced

3. After studying this chapter, you should be able to:
Explain the values underlying most organizational development (OD) efforts
Contrast continuous improvement and process reengineering
Describe potential sources of, and ways of managing, work stress
List characteristics of a learning organization
Explain how organizational change may be culture-bound

4. Forces for Change

5. Change Agents
Persons in organization responsible for managing change activities
Can be managers or nonmanagers, current employees, newly hired employees or outside consultants

6. “Calm Waters” Simile

7. Lewin Unfreezing can be achieved by:
Increase driving forces that direct behavior away from the status quo
Decrease restraining forces that hinder movement from the existing equilibrium
Combine the two above approaches

8. “White-Water Rapids” Simile
Stability and predictability don’t exist
No occasional and temporary disruptions in the status quo, happens all the time
Face constant change, bordering on chaos

9. Resistance to Change Habit Security Structural Inertia
Limited Focus of Change

10. Overcoming Resistance to Change
Education and Communication
Participation
Building Support and Commitment
Selecting People who Accept Change
Coercion

11. Organizational Development
Respect for People
Trust and Support
Power Equalization
Confrontation
Participation

12. OD Interventions Sensitivity Training Survey Feedback
Process Consultation
Intergroup Development
Appreciative Inquiry

13. Contemporary Issues
How are changes in technology affecting the work lives of employees?
How do I reduce stress among my work staff?
How do managers create organizations that continually learn and adapt?
Is managing change culture-bound?

14. Technology in the Workplace
Continuous Improvement Process – recognizes that good isn’t good enough and performance should be improved upon; constant reduction in variability
Process Reengineering – How you would do things if you could start over from scratch

15. 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
Managing Stress
Organizational: Employee Selection, Organizational Communication, Goal-setting Programs, Job Redesign
Personal: Counseling, Time Management, Physical Activity

16. Creating a Learning Organization
An organization that has developed the continuous capacity to adapt and change
Single-loop learning – when errors are detected, the correction process relies on past routines and present policies
Double-loop learning – when an error is detected, it’s corrected in ways that involve the modification of the organization’s objectives, policies and standard routines

17. Characteristics of Learning Organization

18. Learning Organizations
Remedy for three inherent problems in organizations
Fragmentation
Competition
Reactiveness
How to make a firm a learning organization
Establish a strategy
Redesign the organization’s structure
Reshape the organization’s culture

19. Managing Change: It’s Culture Bound
Cultures influence answers to:
Do people believe change is possible?
If it’s possible, how long will it take to bring about?
Is resistance to change greater in some cultures than in others?
Does culture influence how change efforts will be implemented?
Do successful idea champions do things differently in different cultures?

20. Implications for Managers
The need for change encompasses almost all the concepts within OB
The real world is turbulent, requiring organizations and their members to undergo dynamic change if they are to perform at competitive levels
Managers must continually act as change agents

21. Summary Described forces that act as stimulants to change
Contrasted two views of change
Summarized Lewin’s three-step change model
Described factors that lead to resistance to change and how resistance can be reduced

22. Summary
Explained the values underlying most organizational development (OD) efforts
Contrasted continuous improvement and process reengineering
Described potential sources of, and ways of managing, work stress
Listed characteristics of a learning organization
Explained how organizational change may be culture-bound

23. For Next Class ASSIGNMENT:
Write a ½ page (single-spaced) paper answering two questions:
What area of Organizational behavior – what we covered in this course did you find most interesting?
Why?