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    Managing Organizational Change: Management: A Skills Approach, 2/e

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    Managing Organizational Change: Management: A Skills Approach, 2/e

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    shilpi87
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    definition and meaning of change

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    Change

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    definition and meaning of change

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    Download as ppt, pdf, or txt
    26 views23 pages

    Managing Organizational Change: Management: A Skills Approach, 2/e

    Uploaded by

    shilpi87
    definition and meaning of change

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 23

    Chapter 18 Managing Organizational Change

    Management: A Skills Approach, 2/e


    by Phillip L. Hunsaker
    Copyright 2005 Prentice-Hall

    18-1

    Learning Objectives
    Appreciate the Necessity of Managing Change Recognize What Causes Change Identify Targets for Change Plan and Implement Change Recognize and Overcome Resistance to Change Lead the Planned Change Process
    18-2
    Copyright 2005 Prentice-Hall

    Why is it Important to Adapt to Change?


    Individuals, teams, or organizations that do not adapt to change in timely ways are unlikely to survive.

    18-3
    Copyright 2005 Prentice-Hall

    Adapting to Change
    Individuals, teams and organizations that recognize the inevitability of change, learn to adapt to it, and attempt to manage it, will be the most successful.
    18-4
    Copyright 2005 Prentice-Hall

    What is Change?
    Coping process of moving from a unsatisfactory present state to a desired state

    18-5
    Copyright 2005 Prentice-Hall

    Reacting to Change
    Unplanned Fire fighting

    18-6
    Copyright 2005 Prentice-Hall

    Planned Change
    Results from deliberate attempts by managers to improve organizational operations

    18-7
    Copyright 2005 Prentice-Hall

    Unfreeze

    Change

    Three Phases of Planned Change

    Refreeze
    18-8

    Copyright 2005 Prentice-Hall

    Unfreezing
    Help people accept that change is needed because the existing situation is not adequate

    18-9
    Copyright 2005 Prentice-Hall

    Changing
    Involves rearranging of current work norms and relationships to meet new needs

    18-10
    Copyright 2005 Prentice-Hall

    Refreezing
    Reinforces the changes made so that the new ways of behaving become stabilized

    18-11
    Copyright 2005 Prentice-Hall

    Managing the Planned Change Process


    Improving the organizations ability to cope with unplanned changes that are thrust upon it Modifying employees attitudes and behaviors to make them more effective contributors to the organizations goals

    18-12
    Copyright 2005 Prentice-Hall

    Steps in the Planned Change Process


    Recognize the need for change Diagnose and plan change Manage the transition Measure results Maintain change
    Copyright 2005 Prentice-Hall

    18-13

    Initiating the Planned Change Process


    Recognize the need for change Diagnose and plan change Formulate Goals Determine stakeholders needs Examine driving and restraining forces

    18-14
    Copyright 2005 Prentice-Hall

    Force-Field Analysis
    Process of analyzing the forces that drive change and the forces that restrain it

    18-15
    Copyright 2005 Prentice-Hall

    Driving Forces
    Factors that push toward the new, more desirable status quo

    18-16
    Copyright 2005 Prentice-Hall

    Restraining Forces
    Factors that exert pressure to continue past behaviors or to resist new actions

    18-17
    Copyright 2005 Prentice-Hall

    Force-Field Analysis Model


    Restraining Forces

    QuasiStationary Equilibrium

    Driving Forces
    18-18
    Copyright 2005 Prentice-Hall

    Managing the Planned Change Process


    Consider contingencies to determine the best interventions Manage the transition Measure results Maintain change

    18-19
    Copyright 2005 Prentice-Hall

    Targets for Organizational Change


    Strategy Develop new visions, missions, strategic plans Structure Add a new department or division, or consolidate two existing ones People Replace a person or change knowledge, skills, attitudes, or behaviors Technology upgrade a data processing system Management Encourage participation by those involved in solution of problems 18-20
    Copyright 2005 Prentice-Hall

    Reasons for Resistance to Change


    Selective Perception Lack of Information Fear of the Unknown Habit Resentment Toward the Initiator Sub-Optimization Structural Stability

    18-21
    Copyright 2005 Prentice-Hall

    Overcoming Resistance to Change


    Education and Communication Participation and Involvement Facilitation and Support Negotiation and Agreement Manipulation and Co-optation Coercion Promote Positive Attitudes Toward Change

    18-22
    Copyright 2005 Prentice-Hall

    Leading Organizational Change


    Establish a Sense of Urgency Form a Powerful Guiding Coalition Develop a Compelling Vision and Strategy Communicate Widely Empower Others to Act on the Vision Generate Short-term Wins Consolidate Gains and Create Greater Change Institutionalize Changes in the Organizational Culture
    18-23
    Copyright 2005 Prentice-Hall

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