264 if a strong culture environment can move towards

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three constituents: “(1) stockholders, (2) customers, and (3) employees” (Nelson & Quick, 2017, p. 264). If a strong culture environment can move towards the adaptive perspective, it has seen to be financially better amongst competitors and industries worldwide. JNJ.com (n.d.) Our History. Retrieved from Nelson, D. L. & Quick, J. C. (2017). ORGB5: Organizational behavior (5th Edition). Boston, MA: Cengage. Briefly explain Lewin’s change model. The idea of Lewin’s model challenges that a “person’s behavior is the product of two opposing forces: one force pushes toward preserving the status quo, and other force pushes for change” (Nelson & Quick, 2017, p. 300). The model is a three-step process involving unfreezing, moving and refreezing in order to create change and behavioral forces within the organization. “Unfreezing, or the first step, is defined as individuals are encouraged to discard old behaviors by shaking up the equilibrium state that maintains the status quo” (Nelson & Quick, 2017, p. 300). Unfreezing can occur when an organization focuses on change and rewards employees in that direction by opening up the lines for change throughout the company. The second step is moving or defined as “new attitudes, values, and behaviors are substituted for old ones” (Nelson & Quick, 2017, p. 300). Companies can help achieve this stage by initiating trainings based on adaptability or creativity throughout different departments, they can also give what the overarching vision is for the change, so people are more likely to move in that direction. The final stage is refreezing or “new attitudes, values and behaviors are established as the new status quo” (Nelson & Quick, 2017, p. 301). This is when a company reinforces and grounds the final stages of change throughout. It is made formal by cultural changes, reward changes, and increased opportunities. It’s important for an organization to ensure that when going through change it is inherently embedded in their core values or mission statement. It must be consistent and visible amongst the employee base in order for change to become permanent, with employees conforming.
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Nelson, D. L. & Quick, J. C. (2017). ORGB5: Organizational behavior (5th Edition). Boston, MA: Cengage.
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  • Spring '10
  • DR.NEPTUNE
  • Organizational studies

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