Change and Development

Change and Development - Change and Development Chapter 12...

Info iconThis preview shows pages 1–12. Sign up to view the full content.

View Full Document Right Arrow Icon
Change and Development Chapter 12
Background image of page 1

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

View Full DocumentRight Arrow Icon
The Learning Organization In today’s highly complex world, organizations need to continuously adapt to new situations if they are to survive and prosper The current trend is toward development of the learning organization, which is the epitome of continuous organizational change and growth
Background image of page 2
Model of Planned Organizational Change Change can be managed By observing external trends , patterns , and needs , managers use planned change to help the organization adapt to external problems and opportunities. Four events make up the change sequence: (1) Internal and external forces for change exist; (2) organization managers monitor these forces and become aware of a need for change; (3) the perceived need triggers the initiation of change, which (4) is then implemented
Background image of page 3

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

View Full DocumentRight Arrow Icon
Forces for Change Environmental Forces : Monitor global competition, customers, competitors,technology, etc Internal Forces : Consider plans, goals, company problems, and needs
Background image of page 4
Need for Change External or internal forces translate into a perceived need for change within the organization. Managers sense a need for change when there is a performance gap – a disparity between existing and desired performance levels. Managers in every company must be alert to problems and opportunities , because the perceived need for change is what sets he stage for subsequent actions that create a new product or technology.
Background image of page 5

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

View Full DocumentRight Arrow Icon
Need for Change An organization may be in greater danger when the environment changes slowly, because managers may fail to trigger an organizational response
Background image of page 6
Initiating Change After the need for change has been perceived and communicated the next part of the change process is initiating change, a truly critical aspect of change management. Responses that an organization can make are to search for or create a change to adopt.
Background image of page 7

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

View Full DocumentRight Arrow Icon
Search, Creativity Search is the process of learning about current developments inside or outside the organization that can be used to meet the perceived need for change. Search typically uncovers existing knowledge that can be applied or adopted within the organization. Creativity is the generation of novel ideas that may meet perceived needs or respond to opportunities for the organization
Background image of page 8
Four Roles in Organizational Change Change does not occur by itself! The inventor develops a new idea and understands its technical value but has neither the ability nor the interest to promote it for acceptance within the organization
Background image of page 9

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

View Full DocumentRight Arrow Icon
Four Roles in Organizational Change The champion believes in the idea , confronts the organizational realities of costs and benefits, and gains the political and financial support needed to bring it to reality.
Background image of page 10
Change The sponsor is a high-level manager who approves the idea , protects the idea, and removes major organizational barriers to acceptance. The critic
Background image of page 11

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

View Full DocumentRight Arrow Icon
Image of page 12
This is the end of the preview. Sign up to access the rest of the document.

Page1 / 42

Change and Development - Change and Development Chapter 12...

This preview shows document pages 1 - 12. Sign up to view the full document.

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