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Leading Organizational Change. Chapter Objectives. List the things that managers can change in organizations Explain why employees resist change Give examples of each of the eight steps for leading organizational change

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chapter objectives
Chapter Objectives
  • List the things that managers can change in organizations
  • Explain why employees resist change
  • Give examples of each of the eight steps for leading organizational change
  • Identify four basic organizational development techniques to change organizations
  • Illustrate three techniques for overcoming individual, interpersonal, and intergroup organizational conflicts

Chapter 14

slide3

Business Re-engineering

  • Identify business process
  • Measure existing processes
  • Identify improvement opportunities
  • Redesign and implement

Chapter 14

slide4

Organizational

Change

Strategy

Culture

Structure

Tasks

Technology

Employees

Chapter 14

sources of resistance to change
Sources of Resistance to Change

Level One

Level Two

Lack of

Information

Personal

Reasons

Honest

Disagreement

Emotional

Issues

Chapter 14

slide6

Overcoming Resistance

Education

Participation

Facilitation

Negotiation

Manipulation

Coercion

Chapter 14

lewin s three step process of change
Lewin’s Three-Step Process of Change

Moving

Refreezing

Unfreezing

Chapter 14

eight step change process
Eight-Step Change Process

1. A sense of urgency

2. Coalition and commitment

3. A shared vision

4. Empowerment

5. Short-term wins

6. Consolidated gains

7. New ways of doing things

8. Monitoring and adjustment

Chapter 14

slide9

Charismatic

Leading Strategic Change

Missionary

Instrumental

Chapter 14

embedding and reinforcing organizational culture
Embedding and Reinforcing Organizational Culture

Primary Embedding Mechanisms

  • What leaders notice, measure, and control
  • Leader reactions to critical incidents and organizational crises
  • Deliberate role modelling, teaching, and coaching
  • Criteria for allocation of rewards and status
  • Criteria for recruiting, selecting, promoting, retiring, and firing

Chapter 14

embedding and reinforcing organizational culture11
Embedding and Reinforcing Organizational Culture

Secondary Reinforcement Mechanisms

  • Organization design and structure
  • Organizational systems and procedures
  • Design of physical space, facades, and buildings
  • Stories about important events and people
  • Formal statements of organizational philosophy, creeds, and charters

Chapter 14

organizational development applications

Human Process

Technostructural

HR Management

Strategic

Organizational DevelopmentApplications

Chapter 14

organizational conflict
Organizational Conflict
  • Individual
  • Interpersonal
  • Intergroup

Chapter 14

slide14

Managing

Intergroup

Conflict

Structure-

Based

Approaches

Interpersonal

Approaches

Chapter 14

slide15

Avoidance

Accommodation

Competition

Conflict-Resolution Styles

Compromise

Collaboration

Forcing

Chapter 14

conflict resolution styles
Conflict-Resolution Styles

Definition

Component

  • Forcing
  • Confronting
  • Process Controlling
  • Problem Solving
  • Compromising
  • Accommodating
  • Avoiding
  • Contending; doing what you say directly
  • Demanding attention to the conflict issue
  • Dominating the conflict-resolution process
  • Reconciling the parties’ basic interests
  • Settling through mutual concessions
  • Giving in to the opponent
  • Moving away from the conflict issue

Chapter 14