Behavior in organizations 10th by greenberg chapter16

Managing Organizational Change Chapter 16... Characterize the prevalence of the change process in organizations.. Understand what, exactly, is changed when organizational change comes

Managing Organizational

Change

Chapter 16

Learning Objectives

1 Characterize the prevalence of the change

process in organizations.

2 Understand what, exactly, is changed when

organizational change comes about, and the

forces responsible for unplanned

organizational change.

3 Describe what is meant by strategic planning

Learning Objectives

4 Identify the ten steps in the strategic

planning process.

5 Explain why people are resistant to

organizational change and how this

resistance may be overcome.

6 Identify and describe the major

organizational development techniques that

are used today.

Change Targets

Changing People

Change Magnitude

Unplanned Change Forces

 Shifting employee demographics

Strategic Planning

The process of formulating,

implementing, and evaluating

decisions that enable an

organization to achieve its

objectives

Strategic Planning

 Is deliberate

 Occurs when current objectives can no

longer be met

 New organizational objectives require

new strategic plans

Strategic Planning Targets

 Products and services

 Organizational structure

 Downsizing

 Rightsizing

 Outsourcing

Strategic Planning Process

Various Competitive

Strategies

Individual Barriers to

Change

 Economic insecurity

 Fear of the unknown

 Threats to social relationships

 Habit

 Failure to recognize need for change

Organizational Barriers to

Change

 Structural inertia

 Work group inertia

 Threats to existing balance of power

 Previously unsuccessful change efforts

Resistance to Change

Factors

Overcoming Organizational

Change Resistance

 Shape political dynamics

 Identify and neutralize change resisters

 Educate the workforce

 Involve employees in the change efforts

 Reward constructive behaviors

Sell the Need for Change

Create a Learning

Organization

 Establish commitment to change

 Adopt an informal organizational

structure

 Develop an open organizational culture

Organizational

Development

Management by Objective

Organizational

Development Survey Feedback

Organizational Development

Organizational Development

 Action labs

 Quality of work life programs

 Work restructuring

 Quality circles

Organizational Development Effectiveness

combination

support

National Values and Organizational Development

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