3 organization a at the organizational level managers

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3. Organization a. At the organizational level, managers can change: the basic goals and strategies of the organization; the products, quality, or services offered; the organizational structure; the composition of work units; organizational processes such as reward, communication, or information processing systems; or the overall culture of the organization. 4. Environment a. An organization can work to change sectors of its environment. VII. Leading Organizational Change A. A Framework for Change 1. A force-field analysis is a systematic examination of the pressures that are likely to support of resist a proposed change. B. Phases of Planned Change 1. Creating a vision clarifies and directs the change effort and the strategies for achievement. a. Unfreezing is the process of developing an initial awareness of the need for change and recognition of the forces supporting and resisting change. b. Driving forces are things that push for change. c. Restraining forces act to keep the status quo. d. External forces are fundamentally beyond the control of management. 147
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Chapter 10: Organizational Culture and Change e. Internal forces are generally within the control of management. C. Communicating and Sharing Information 1. Communicating the new vision and strategies that will be used is a valuable way to help organizational members learn to embrace change. a. Information . What’s going to happen? What does the change look like? What does it feel like? b. Personal involvement . How will I fit in? Will I survive the change? c. Implementation . How do I get started on the change? d. Impact . How will the change benefit us (me) and the organization? What will be different? D. Empowering Others to Act on the Vision 1. Focuses on providing training and educational opportunities to help employees learn the new behaviors that they need to implement the vision. E. Institutionalizing the New Approaches 1. Refreezing focuses on reinforcing new behaviors, usually by positive results, feelings of accomplishment, or rewards from others. F. Evaluating 1. Evaluation tells managers whether the change has had its intended effects. 2. Evaluation forces the manager making the change to establish criteria for judging its success before the change is instituted, which, in turn, provides additional guidance for planning the implementation of the change and measuring its results. VIII. Implications for Leaders A. Activities Associated with Effective Change 1. Solicit input from those who will be affected by organizational change. Involvement is essential to accepting the need for change. 2. Carefully formulate your message regarding the need for and nature of organizational change. The success of the change process will depend on effective communication.
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