Organization development and change
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Organization Development and Change. Chapter Ten: Leading and Managing Change. Thomas G. Cummings Christopher G. Worley. Learning Objective for Chapter Ten. To understand the different elements of a successful change program. Change Management Activities. Motivating Change.

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Organization Development and Change

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Organization development and change

Organization Development and Change

Chapter Ten:

Leading and Managing Change

Thomas G. Cummings

Christopher G. Worley


Learning objective for chapter ten

Learning Objectivefor Chapter Ten

  • To understand the different elements of a successful change program

Cummings & Worley, 7e (c) 2001 South-Western College Publishing


Change management activities

Change Management Activities

Motivating Change

Creating Vision

Effective

Change

Management

Developing

Political Support

Managing the Transition

Sustaining Momentum

Cummings & Worley, 7e (c) 2001 South-Western College Publishing


Motivating change

Motivating Change

  • Creating Readiness for Change

    • Sensitize the organization to pressures for change

    • Identify gaps between actual and desired states

    • Convey credible positive expectations for change

  • Overcoming Resistance to Change

    • Provide empathy and support

    • Communicate

    • Involve members in planning and decision making

Cummings & Worley, 7e (c) 2001 South-Western College Publishing


Creating a vision

Creating a Vision

  • Discover and Describe the Organization’s Core Ideology

    • What are the core values that inform members what is important in the organization?

    • What is the organization’s core purpose or reason for being?

  • Construct the Envisioned Future

    • What are the bold and valued outcomes?

    • What is the desired future state?

Cummings & Worley, 7e (c) 2001 South-Western College Publishing


Managing political support

Managing Political Support

  • Assess Change Agent Power

  • Identify Key Stakeholders

  • Influence Stakeholders

Cummings & Worley, 7e (c) 2001 South-Western College Publishing


Sources of power and power strategies for change agents

Sources of Power and Power Strategies for Change Agents

Knowledge

Playing it Straight

Using Social

Networks

Others’ Support

Going Around the

Formal System

Personality

Cummings & Worley, 7e (c) 2001 South-Western College Publishing


Managing the transition

Managing the Transition

  • Activity Planning

    • What’s the “roadmap” for change?

  • Commitment Planning

    • Who’s support is needed, where do they stand, and how to influence their behavior?

  • Management Structures

    • What’s the appropriate arrangement of people and power to drive the change?

Cummings & Worley, 7e (c) 2001 South-Western College Publishing


Change as a transition state

Change as a Transition State

Desired

Future

State

Current

State

Transition

State

Cummings & Worley, 7e (c) 2001 South-Western College Publishing


Sustaining momentum

Sustaining Momentum

  • Provide Resources for Change

  • Build a Support System for Change Agents

  • Develop New Competencies and Skills

  • Reinforce New Behaviors

  • Stay the Course

Cummings & Worley, 7e (c) 2001 South-Western College Publishing


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