CH. 19 - Organizational Change and Development Forces for...

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Organizational Change and Development Forces for Change: Areas in which pressures for change appear most powerful: People Technology Information processing and communication Competition
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Pressures for Organization Change
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Planned Organization Change Processes Lewin’s* Process Model Planned organization change requires a systematic process of movement from one condition to another Multistage process Unfreezing: process by which people become aware of the need for change Change: movement from the old way of doing things to a new way Refreezing: process of making new behaviors relatively permanent and resistant to further change * Kurt Lewin, Field Theory in Social Science (New York: Harper & Row, 1951).
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Lewin’s Organizational Change Process Model
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The Continuous Change Process Model Incorporates the forces for change, a problem-solving process, a change agent, and transition management Takes a top management perspective Perceives forces/trends that indicate need for change Determines alternatives for change Selects the appropriate alternative Processes for Planned Organization Change
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Continuous Change Process Model of Organization Change
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The Continuous Change Process Model Change agent : a person responsible for managing a change effort who Assists management with problem recognition/definition Can be involved in generating/evaluating potential action plans Can be from inside or outside of the organization Implements the change Measures, evaluates, controls the desired results Transition management: process of systematically
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CH. 19 - Organizational Change and Development Forces for...

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