Chapter_16

Chapter_16 - 28 | Chapter 16 Guiding Organizational Change...

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| Chapter 16: Guiding Organizational Change Chapter 16 Guiding Organizational Change CHAPTER OVERVIEW Chapter 16 focuses on planned change in organizations. We examine the pressures on organizations to change, types of change programs, and why accurate diagnosis of organizational problems is crucial. We explore the difficult issue of resistance to change at both the individual and organizational levels, with consideration being given to overt and covert resistance, the various sources of resistance, and how to overcome resistance. The various sources of resistance include six individual sources ( i.e. , perceptions, personality, habit, threats to power and influence, fear of the unknown, and economic reasons) and five organizational sources ( i.e. , organization design, organizational culture, resource limitations, fixed investments, and interorganizational agreements). Overcoming resistance to change is examined in the context of force field analysis. Three categories of methods for promoting change are examined: interpersonal, team, and organizational. Particular emphasis is given to survey feedback––an interpersonal method––and team building––a team method. LEARNING GOALS Upon completion of this chapter, the students should be able to: Identify key pressures for change. Discuss the nature of planned organizational change. Identify common reasons for individual and organizational resistance to change. Describe methods for promoting change. CHAPTER OUTLINE 28
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| Chapter 16: Guiding Organizational Change I. Learning from Experience: Microsoft in China II. Pressures for Change A. Why Change B. Globalization C. Technology D. Social Networks E. Generational Differences F. Diversity Competency―Managing across Generations III. Planned Organizational Change A. Economic Approach B. Organizational Development Approach C. Sequencing of Approaches D. Managerial Guidelines IV. Resistance to Change A. Individual Resistance B. Self Competency—Are You Ready to Change? C. Organizational Resistance D. Force Field Analysis E. Change Competency—Crocs V. Promoting Change A. Organizational Diagnosis B. Interpersonal Methods C. Team Methods D. Organizational Methods E. Communication Competency—Personnel Policy Changes at IBM VI. Chapter Summary A. Key Terms and Concepts B. Discussion Questions VII. Experiential Exercise and Case A. Experiential Exercise: Self Competency Assessing an Organization’s Readiness for Change B. Case: Change Competency—Changing of the Guard at HP KEY TERMS AND CONCEPTS Eight key terms and concepts are developed in Chapter 16. The key terms and concepts, along with definitions or appropriate descriptions, are as follows: 29
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| Chapter 16: Guiding Organizational Change Economic Approach: creating change for the purpose of creating shareholder value. Force field analysis:
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This note was uploaded on 03/07/2011 for the course MGMT 6131 taught by Professor Flynn during the Winter '10 term at GCSU.

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Chapter_16 - 28 | Chapter 16 Guiding Organizational Change...

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