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ch16%20-%20Change%20Innovation%20-%20Notes

ch16%20-%20Change%20Innovation%20-%20Notes - Change entails...

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Change entails some investment of resources and almost always requires some modification of routines and processes. 1
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2
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Changes in the external and internal environment stimulate organizational change Mix of pressuresunique to each organization barb2right organizations will differ in the amount of change they display. Organizations in a dynamic environment must generally show more change to be effective than those operating in a more stable environment. 3
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2 key factors Change in one area very often calls for changes in other areas. Change in most areas require serious attention be given to people changes. Necessary skills and favourable attitudes should be fostered before other changes are introduced. 4
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The more hyper-turbulent the environments face special challenges that require them to be constantly acquiring, assimilating, and disseminating information. Diagnosis, Resistance, Evaluation and institutionalization important issues that organizations must confront during the change process. represent problems that must be overcome if the process is to be effective 6
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Diagnosis clarifies the problem suggests what should be changed Suggests appropriate strategy for implementing change without resistance Many firms do not do a careful diagnosis and sometimes confuse symptoms with underlying problems. Surveys Attention to the views of customers or clients is critical. The intended targets of the change should be involved in the diagnostic process. Change agents experts in the application of behavioural science knowledge to organizational diagnosis and change. 7
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Change Change efforts can range from minor (e.g., skills training program) to major (e.g., job enrichment). Resistance to change when people either overtly or covertly fail to support the change effort. Sourceof Resistance People may resist both unfreezing and change. 8
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There are two major themes underlying the reasons for resistance: Change is unnecessary because there is only a small gap between the organization’s current identity and its ideal identity. Change is unobtainable (and threatening) because the gap between the current and ideal identities is too large.
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