PSY264 - Overcoming Organizational Resistance to Change...

Info iconThis preview shows pages 1–3. Sign up to view the full content.

View Full Document Right Arrow Icon
Overcoming Organizational Resistance to Change Chapter 8: Organizational members often resist change because of the undesirable effects it has on individuals. IT is necessary for the welfare of the organization and thus its members, who are the ones resistant to it. Organizations are complex social entities designed to achieve work-related objectives Classical organizational theory defined the structure of an organization in terms of four principles: functional, scalar, line/staff, and span of control. Neoclassical organizational theory revealed that organizations are more complex than initially proposed by classical theory. Mintzberg offered a useful framework for understanding the seven basic parts of an organization: o strategic apex o middle line o support staff o techno structure o operating core o ideology o politics Organizations are also defined by a social system of roles, norms, and culture Downsizing, outsourcing, off shoring , and mergers and acquisitions are contemporary sources of job loss The modern economy has given rise to global organizations that through electronic communication operate across time and space. Hofstede provided four classic dimensions useful in differentiating cultures, around the world: power distance, individualism, collectivism, masculinity- feminity, and uncertainty avoidance Organizational change continuously to adapt to their environment. Organizations can change suddenly and painfully, with downsizing being a major form of change. Organizations often resist change, thus it is important to understand the conditions under which change is likely to occur.
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Chapter 9: Teams and Teamwork Teams – a social aggregation in which a limited number of individuals interact on a regular basis to accomplish a set of shared objectives for which they have mutual responsibility. “ It is not the strongest of the species that survives, nor the most intelligent, but rather the most responsive to change.” I. Origins of Work Teams No one person can have technical expertise in all areas of knowledge, thus a team approach, repsrestnign a pooling of mental resources, becomes more tenable. Working population is becoming increasingly more educated and trained. Teams are not universally superior to individuals for conducting work across all relevant performance indices. Temas do not necessarily produce quality decisions than do individuals. Teams are merely one means of performing work. II. Level of Analysis Meso research occurs in an organizational contxt where processes at wo levels are examined simultaneously. III.Types of Teams:
Background image of page 2
Image of page 3
This is the end of the preview. Sign up to access the rest of the document.

This note was uploaded on 09/30/2009 for the course PSYCHOLOGY 264 taught by Professor C during the Fall '08 term at Rochester.

Page1 / 5

PSY264 - Overcoming Organizational Resistance to Change...

This preview shows document pages 1 - 3. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online