Chapter 18

Organizational Behavior: Foundations, Realities, & Challenges Nelson & Quick, 5th edition
Managing Change

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Organizational Change
Unplanned Change Planned Change

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Managers must be prepared to handle both

External Forces for Change

Globalization

Workforce Diversity

Changing Technology
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Ethical Behavior

Globalization
Organizations must rethink the most efficient ways to

Majority of new workers will be _______ Workforce will grow in diversity more _________ and _____________

Structural Change and

Mental Change
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Workforce is aging less _______ workers, more __________

Workforce Diversity

Ethical Behavior

Ethical Treatment

Changes in

Technological Change

Changes in

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Changing Technology

Internal Forces for Change

Declining Effectiveness

Company Crisis

Changing Work Climate

Changing Employee Expectations

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Scope of Change
Incremental Change

Strategic Change

Transformational Change
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The Change Agents Role

Change Agent

Effective change leaders build relationships

Within . . . Between . . . Between . . .

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Internal Change Agents

Advantages .
.

Disadvantages .
.

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External Change Agents

Advantages . Disadvantages .

To succeed, . . .
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Resistance to Change
1.

2.
3. 4. 5. 6. 7.
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Dealing with Resistance to Change

Communication . . Participation in the process . . Empathy and support
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Reactions to Change and Managerial Interventions

Reaction
Disengagement

Expression

Managerial Intervention Confront, identify

Disidentification

Explore, transfer

Disenchantment

Neutralize, acknowledge

Disorientation

Explain, plan

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Table adapted from H. Woodward and S. Buchholz. Aftershock: Helping People through corporate Change, p. 15. Copyright 1987 John Wiley & Sons, Inc. Reprinted by Permission of John Wiley & Sons, Inc.

Lewins Three-Step Change Model

1. Unfreezing
2. Moving 3. Refreezing

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Force Field Analysis of Decision to Engage in Exercise

Forces for change Forces for status quo

Equilibrium

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Applying Lewins Model to the Organization

Unfreezing Moving Refreezing

Reducing forces For status quo

Developing new attitudes, values, and behaviors

Reinforcing new attitudes, values, and behaviors

Unfreezing: Moving: Refreezing:

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Organizational Development (OD)

Organizational Development (OD)

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Diagnosis and Needs Analysis

Diagnosis and needs analysis

Intervention

Follow-up

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Ask What . . . What . . . What . . . What . . .

OD Intervention Methods:
Organizational/Group Techniques

Survey Feedback
Anonymous Group reporting format No repercussions Clear purpose Follow-up

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OD Intervention Methods:
Organizational/Group Techniques
Management by Objectives
Initial objectives Periodic progress reviews Problem solving to remove obstacles to goal achievement
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OD Intervention Methods:
Organizational/Group Techniques
Quality Program
Raise aspirations about product/service quality Embed product/service quality excellence in the organizational culture

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OD Intervention Methods:
Organizational/Group Techniques
Team Building
Seek feedback Discuss errors Reflect on successes and failures Experiment with new ways of performing Climate of psychological safety
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OD Intervention Methods:
Organizational/Group Techniques
Process Consultation
Outside consultant: Enters organization Defines the relationship Chooses an approach Gathers data Diagnoses problem Intervenes Leaves organization
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OD Intervention Methods:
Individual-Focused Techniques
Skills Training

In formal classroom settings On the job (Continual updating)

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OD Intervention Methods:
Individual-Focused Techniques
Leadership Training and Development
Action learning Simulation Business games Role-playing Case studies
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OD Intervention Methods:
Individual-Focused Techniques
Executive Coaching

Verbal information Intellectual skills Attitudes Development

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OD Intervention Methods:
Individual-Focused Techniques
Role Negotiation

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Outcomes Better understanding of what each can be expected to give and receive Less ambiguity

OD Intervention Methods:
Individual-Focused Techniques
Job Redesign

Realign task demands and individual capabilities Redesign jobs to fit new techniques or organization structures
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OD Intervention Methods:
Individual-Focused Techniques

Health Promotion Programs

Career Planning
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Ex. Stress reduction education, employee assistance

Match individuals career aspirations with organizational opportunities

Ethical Considerations in Organizational Development

. . . .

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