Chap%2018%20Mgmt%202500%20kk

Chap%2018%20Mgmt%202500%20kk - Chapter 18 Managing Change...

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Chapter 18: Managing Change and Stress
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Forces of Change: External: Demographic Technological Market Internal: Human resource problems Managerial behavior & decisions
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Typology of Change: Adaptive- reintroducing a familiar practice Innovative- a new practice Radically innovative- introducing a practice new to the industry
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Kurt Lewin’s Change Model: Unfreezing- in response to benchmarking Changing Refreezing
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A Systems Model of Change: Inputs- SWOT analysis Target elements of change: Organizing arrangements People Social factors Goals Methods Outputs- organizational, departmental, individual
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John Kotter’s Steps for Leading Organizational Change: Sense of urgency Create guiding coalition Develop vision & strategy Communicate the change vision Empower broad based action Generate short term wins Consolidate gains and produce more change Anchor new approaches in the culture
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Organizational Development: A set of techniques or tools that are used to implement organizational change (simultaneously training the people to change and creating new organizational structures) Profound change, value driven, a diagnostic and prescription cycle, process oriented
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Why People Resist Change: Individual predisposition toward change Fear of unknown Climate of mistrust Fear of failure Loss of status/ or job security Peer pressure Disruption of cultural traditions or group relations Personality conflicts Lack of tact or poor timing Nonreinforcing reward system
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Continuum of Responses to Change: Active resistance Passive resistance Indifference Acceptance
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Chap%2018%20Mgmt%202500%20kk - Chapter 18 Managing Change...

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