Transcript Document

Essentials of Organizational Behavior, 8/e
Stephen P. Robbins
Chapter 16
Organizational Change
and Development
16-1
© 2005 Prentice-Hall
After reading this chapter, you should be able to:
1) Describe forces that act as stimulants to
change
2) Define planned change
3) Summarize Lewin’s three-step change
model
4) Explain sources of resistance to change
5) Describe techniques for overcoming
resistance to change
16-2
© 2005 Prentice-Hall
After reading this chapter, you should be able to:
6) Explain the values underlying most
organizational development (OD) efforts
7) Describe a learning organization
8) Explain the three key elements in
process reengineering
9) Identify symptoms of work stress
10) Summarize sources of innovation
16-3
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Forces for Change
16-4
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Change Agents
• Persons in organization responsible
for managing change activities
• Managers, employees, consultants
16-5
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“Calm Waters” Simile
16-6
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Lewin
• Driving Forces
• Restraining Forces
• Combined
16-7
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“White-Water Rapids” Simile
• Stability and predictability don’t
exist
• Disruptions in the status quo
• Face constant change, bordering
on chaos
16-8
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Individual Resistance to Change
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Habit
Security
Economic Factors
Fear of the Unknown
Selective Information
Processing
16-9
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Organizational Resistance
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Structural Inertia
Limited Focus of Change
Group Inertia
Threat to Expertise
Threat to Established Power
Relationships
• Threat to Established Resource
Allocations
16-10
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Communication
Provide
Support
Overcoming
Resistance to
Change
Participation
Create a
Learning
Organization
Reward
Acceptance of
Change
16-11
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Learning Organizations
16-12
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Organizational Development
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Respect for People
Trust and Support
Power Equalization
Confrontation
Participation
16-13
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OD Interventions
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Sensitivity Training
Survey Feedback
Process Consultation
Team Building
Intergroup Development
Appreciative Inquiry
16-14
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Appreciative Inquiry
• Seeks to identify the unique
qualities and special strengths of
an organization, which can then be
built on to improve performance
16-15
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Appreciative Inquiry
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Discovery
Dreaming
Design
Destiny
16-16
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Contemporary Issues
• Continuous
Improvement
• Process
Re-engineering
16-17
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Stress
• Dynamic condition in which an
individual is confronted with an
opportunity, constraint, or demand
related to what he desires and for
which the outcome is perceived to
be both uncertain and important
16-18
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Symptoms of Stress
• Physiological
• Psychological
• Behavioral
16-19
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Reducing Stress
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Employee Selection
Organizational Communication
Goal-setting Programs
Job Redesign
16-20
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Stimulating Innovation
• Structural Variables
• Cultural Variables
• Human Resources Variables
16-21
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Summary
1) Described forces that act as stimulants
to change
2) Defined planned change
3) Summarized Lewin’s three-step change
model
4) Explained sources of resistance to
change
5) Described techniques for overcoming
resistance to change
16-22
© 2005 Prentice-Hall
Summary
6) Explained the values underlying most
organizational development (OD) efforts
7) Described a learning organization
8) Explained the three key elements in
process reengineering
9) Identified symptoms of work stress
10) Summarized sources of innovation
16-23
© 2005 Prentice-Hall