kjlPPT13short - 8th edition Steven P. Robbins Mary Coulter...

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Click to edit Master subtitle style 8th edition Steven P. Robbins Mary Coulter
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Learning Objectives 1. Describe forces that act as stimulants to change 2. Contrast calm-water (Lewin’s three-step change model) and white-water (open systems/CAS) change models 3. Compare complex adaptive systems (CAS) and change- capable organizations 4. Explain sources of resistance to change and techniques for overcoming it 5. Compare/contrast transactional and transformational change 6. Identify methods for sustaining change 7. Describe employee stress and how managers can help stressed employees 8. Explain changing organizational culture 9. Describe a learning organization 10. Summarize sources of innovation
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Forces for Change Ø External forces Marketplace Governmental laws  and regulations Technology Labor market Economic changes Ø Internal Forces Changes in  organizational strategy Workforce changes New equipment Employee attitudes
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“Calm Waters” Simile Ø Change is a response to a break in status quo Ø Needed only in occasional situations Ø Future is predictable (past is prologue) Ø Punctuates long periods of calm/stability
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“White-Water Rapids” Simile Ø Stability and predictability don’t exist Ø Face constant change, bordering on chaos Ø Requires flexibility, quick response to changing conditions, comfort with ambiguity White Water University Courses vary in length Instructor can end course at any time Class length varies each time it meets Exams are unannounced
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Complex Adaptive System Ø Study of how order emerges organically from interactions among actors Ø Open system environment interacts with system Continuously, unpredictably, nonlinearly Ø Large number of agents and interactions, simple/flex rules, decentralized Ø Self-organizing, emergent properties Ø Small changes can create big results
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kjlPPT13short - 8th edition Steven P. Robbins Mary Coulter...

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