DuBrin, Fundamentals of Organizational General Considerations About Managing Change Types of Change in Organizations... DuBrin, Fundamentals of Organizational Models of the Change Proce
Trang 1Organizational Culture and Change
Fundamentals of
Organizational Behavior 2e
PowerPoint Presentation PowerPoint Presentation
Chapter 13
Trang 2A J DuBrin, Fundamentals of Organizational
manage such resistance.
organizational change.
development.
in your job and career.
Trang 3A J DuBrin, Fundamentals of Organizational
Organizational Culture
Organizational culture is a system of shared values and beliefs that influence worker behavior.
The Determinants of Organizational Culture
firm’s founder
and prejudices of top-level managers
which the firm functions
Trang 4A J DuBrin, Fundamentals of Organizational
Organizational Culture
Dimensions of Organizational Culture
have underlying meaning
spirituality
Trang 5A J DuBrin, Fundamentals of Organizational
Organizational Culture
How Workers Learn Culture
The Socialization Process
– A process of coming to understand
the values, norms, and customs of the organization.
– Perpetuates the organization by
indoctrinating new workers into the ways of the organization.
The Observation of Leaders
– The teaching of leaders provides vital
guidance to new workers through what leaders pay attention to,
measure, and control.
Trang 6A J DuBrin, Fundamentals of Organizational
The Consequences and Implications of
Competitive Advantage and Financial Success
Direction of Leadership Activity
Organizational
Culture
EXHIBIT
Trang 7A J DuBrin, Fundamentals of Organizational
General Considerations About
Managing Change
Types of Change in Organizations
Trang 8A J DuBrin, Fundamentals of Organizational
Models of the Change Process
The Growth Curve Model
entrepreneurial risk taking
Trang 9A J DuBrin, Fundamentals of Organizational
The Growth Curve Model ofOrganizational Change
Beginning Low
High
Normative
Integrative Formative
Trang 10A J DuBrin, Fundamentals of Organizational
Models of the Change Process
(cont’d) The Unfreezing-Changing-Refreezing Model
(Kurt Lewin)
Reducing or eliminating resistance to change by resolving fear and feelings about letting go of the “old.”
Moving on to other things through active
participation in the change process.
Encouraging recognition of successful
change and rewarding people for implementing the change.
Trang 11A J DuBrin, Fundamentals of Organizational
The Change Process
EXHIBIT
Trang 12A J DuBrin, Fundamentals of Organizational
Why People Resist Change
Resistance comes from:
inconvenience, more work)
and uncertainty
weakness in the proposed
change will result in
unfavorable outcome.
Trang 13A J DuBrin, Fundamentals of Organizational
Why People Resist Change
Gaining Support for Change:
Trang 14A J DuBrin, Fundamentals of Organizational
Downsizing and Restructuring as a Change Strategy
Primary reason for downsizing:
lower costs and allow the firm to become more competitive.
Trang 15A J DuBrin, Fundamentals of Organizational
Restructuring as a Change Strategy
Keys to successful restructuring:
vertical relationships.
Trang 16A J DuBrin, Fundamentals of Organizational
Information Technology (IT) and
Organizational Change
IT Effects on Organizations
communications between all layers of the organization.
managers and their work.
that blurs the line between work
and non-work time.
Trang 17A J DuBrin, Fundamentals of Organizational
Disruptive Technology and
Organizational Change
Ignoring technological changes (especially by
smaller, more nimble competitors) in emerging
markets puts a firm at a competitive disadvantage.
Create new organizational structures in which to develop new processes, products or services.
Spin out an independent organization in which to develop new processes, products, or services.
Acquire another company whose processes and values closely match the requirements for new processes,
products, or services.
Trang 18A J DuBrin, Fundamentals of Organizational
The Transition from Carrying Out a
Job and Work
Organizational concerns:
Traditional job descriptions that are too rigid for the flexible work roles of today’s workers.
person-organization fit) rather than to fill a specific job.
requirements.
traditional bureaucratic focus on fixed job descriptions to
an emphasis on ever changing “work roles” for employees.
Trang 19A J DuBrin, Fundamentals of Organizational
Organizational Development as a
Change Strategy
Organizational Development
for making organizations more effective
by bringing about constructive, planned change.
Trang 20A J DuBrin, Fundamentals of Organizational
Total quality management (TQM)
Grid organization development
a consultant)
Helping an organization learn
Knowledge management
Trang 21A J DuBrin, Fundamentals of Organizational
Organizational Development
InterventionsSmall-Group Level
Team development
Cultural diversity training
(including valuing differences)
Modified work schedules
Brainstorming
Intergroup conflict resolution
Quality improvement teams
Self-managing teams
Trang 22A J DuBrin, Fundamentals of Organizational
Development of Change Strategies
Initiation of Behavior
Evaluation
Trang 23A J DuBrin, Fundamentals of Organizational
Process Consultation
A widely used OD intervention in which the
communication pattern of an organizational unit
is examined by a process consultant.
raise questions challenging
the status quo and define
what really is happening
in the unit.
Trang 24A J DuBrin, Fundamentals of Organizational
Large-Scale Organizational Change
Purpose and process:
culture, also referred to as “bending the frame.”
firm committed to outcomes of the change.
unrelated to business success.
Trang 25A J DuBrin, Fundamentals of Organizational
Total Quality Management (TQM)
throughout a firm by:
maximizing customer satisfaction,
making continuous improvements,
and relying heavily on employee involvement.
culture to one that includes a focus on the
customer, an environment of trust and openness, formation of work teams,
breaking down internal barriers,
and sharing power.
Trang 26A J DuBrin, Fundamentals of Organizational
Six Sigma as Organizational Development
Six Sigma
near-perfect quality with an emphasis on preventing
problems from occurring in the process
Emphasizes motivating people
to work together to achieve higher levels of productivity.
Is a fusion of technical and
social systems for creating
a culture of quality.
Trang 27A J DuBrin, Fundamentals of Organizational
Managing Change Yourself
Empirical Research about Coping with
Organizational Change
both positively related to having a tolerance for ambiguity and positive affectivity.
lack of clarity and structural change
cope well with change.
Trang 28A J DuBrin, Fundamentals of Organizational
Managing Change Yourself
Suggestions for Coping with Change
embedded in a forced change.
ask yourself “what if” questions.
enjoy at least some small aspect of the change.
you have to and you will get a better deal.