kjlPPT06 - 11th edition Steven P. Robbins Mary Coulter...

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11th edition Steven P. Robbins Mary Coulter Managing Change  and Innovation Chapte r 6  
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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. Identify how complex adaptive systems (CAS) theory  helps us understand/manage change 4. Classify types of organizational change  5. Explain sources of resistance to change and techniques  for overcoming it 6. Compare/contrast transactional and transformational  change 7. Identify methods for sustaining change 8. Describe employee stress and how managers can help  stressed employees
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Forces for Change External forces Marketplace Governmental laws and  regulations Technology Labor market Economic changes Internal Forces Changes in  organizational strategy Workforce changes New equipment Employee attitudes
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“Calm Waters” Simile Change is a response to a  break in status quo Unfreezing  the status quo Changing  to a new state Refreezing  to make the change  permanent Needed only in occasional  situations Future is predictable  (past is prologue) Punctuates long periods of 
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“White-Water Rapids” Simile Stability and predictability don’t exist  Face constant change, bordering on chaos  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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6 The Organization as an Open System Environment interacts with  system Continuously Unpredictably
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Implications of open System Coordination of parts essential for  proper functioning of organization Decisions and actions taken in one 
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This note was uploaded on 01/22/2012 for the course MAN 320F taught by Professor Passovoy during the Fall '08 term at University of Texas at Austin.

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kjlPPT06 - 11th edition Steven P. Robbins Mary Coulter...

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