Chapter 8

V

 
 


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Learning Objectives
1. Define organizational change and explain the forces for
change.
2. Describe the sequence of four change activities that must be
performed for change to be successful.
3. Explain the techniques managers can use to facilitate the
initiation of change in organizations, including idea
champions, new-venture teams, idea incubators, and open
innovation.
4. Define the sources of resistance to change.

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Learning Objectives (contd.)
5. Explain force-field analysis and other implementation tactics
that can overcome resistance to change.
6. Discuss the differences among technology, product,
structure, and culture/people changes.
7. Explain the change processes ± bottom up, top down,
horizontal ± associated with each type of change.
8. Define organizational development and large-group
interventions.

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 Two Types of Planned Change

 V
 
 
based on efforts to improve basic
work and organizational processes.

 3   

 
involves redesign and renewal of
the total organization.

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 Ex. 8.1 Model of Change Sequence of Events
£   


Monitor global competition,
customers, competitors,
  V  V 
and other factors.

 
 
 
Evaluate problems and Facilitate search, Use force-field
V  
 opportunities, define creativity, idea analysis, tactics for
needed changes in champions, skunkworks, overcoming
technology, products, and idea incubators. resistance.
Consider plans, goals,
structure, and culture.
company problems, and
needs.

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 eed for Change
  Aased on external or internal forces.
  Performance gap²a disparity between
existing and desired performance levels.

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Vnitiating Change -- Search
o The process of learning about current
developments inside or outside the
organization that can be used to meet a
perceived need for change

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Vnitiating Change -- Creativity
o The generation of novel ideas that may meet
perceived needs or offer opportunities for the
organization.

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 Vdea Champion

A person who sees the need for and champions

productive change within the organization.

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Promoting Corporate Vnnovation

  ew-Venture Teams
  Skunkworks
  Vdea Vncubator

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 ´esistance to Change
å


 
  
 

  ’ V Ë the fear of personal loss is perhaps

the biggest obstacle to organizational change.
  a
     3Ë do not
understand the intended purpose of a change, or
distrust the intentions.

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 ´esistance to Change (contd.)

  
 Ë the lack of information about

future events.
  0    Ë people who
will be affected by innovation may assess the
situation differently.

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Ex.8.4 UsingForce-Field Analysis to Change from
Traditional to Just-Vn-Time Vnventory System

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 Ex. 8.6 Types of Organizational Change

’


3

 ’ 



SOU´CEË Aased on Harold J. Leavitt, ³Applied Organizational Change in
VndustryË Structural, Technical, and Human Approaches,´ in New
Perspectives in Organization Research, ed. W. W. Cooper, H. J. Leavitt,
and M. W. Shelly VV (ew YorkË Wiley, 1964), 55-74.

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Technology Change

  ´elated to organization¶s production process.

  Designed to enhance efficiency.
  Generally ³Aottom-Up.´

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 Tools for Changing People & Culture

  Training and development programs.

  Organizational development.

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Organizational Development
« is a planned, systematic process of change that uses
behavioral science knowledge and techniques to improve
an organization¶s health and effectiveness through its
ability to adapt to the environment, improve internal
relationships, and increase learning and problem-solving
capabilities.

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 Organizational Development (contd.)
C


 
 mergers/acquisitions.

 organizational decline/revitalization.

 conflict management.

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Achieving Aehavioral and Attitudinal
Change
  
  diagnosis stage.
  participants are made aware of problems in order
to increase their willingness to change their
behavior.

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 Achieving Aehavioral and Attitudinal
Change (contd.)

  
  intervention stage.
  individuals experiment with new workplace
behavior.

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Achieving Aehavioral and Attitudinal
Change (contd.)
´  
  reinforcement stage.
  individuals acquire a desired new skill or attitude
and are rewarded for it by the organization.

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