MGMT CH. 7

OD assumptions

-employees desire to grow and develop -employees have a strong need to be accepted -individials will influence the organization and the organization will influence individuals

implementing change

the change itself is implemented, departure from the status quo

external forces

the general and task environments that force the organization to alter the way it competes

organzational development

a planned, organization-wide effort, amanged from the top, that is intended to incrase organizational effectiveneess and health through interventinos in the organization's processes using behavior science knowlede

organizational change

any substantive modification to some part of the organization

-threats to self interests -threats to power and influence -different percetions of change effects and outcomes -feelings of loss in disrupted social networkds, security, and familiarity -uncertainly about the extend and effects of change -culture values tradition -lack of information -misunderstanding of distrust -invonenience -fear of economic loss

resistance to change:

supplants emphasis on activity with focus on quickly measuring and improving results

results-driven change

faulty action stage

run a tighter ship

inaction stage

sometimes complacent or over confident

dissolution stage

bankrupcy, selling assets, final layoff

-it is normal -should be managed and not avoided - can lead to creativity in a search for new solutions

change....

planned change

designed and implemented in an orderly and timely fashion in anticipation of future evenets

-not establishing a great enough sense of urgency -not creating a powerful enough coalition -lacking vision -undercommunicating the vision by a factor of 10 -not removing obstacles tot he new vision -not systematically planning for and creating short term wins -declaring victory too soon -not anchoring changes in the corporation's culture

eight steps to success

-airse with events within the company -may originate the top executive and managers and travel in a top down direction -may originate with from-line empoyees or labor unions and trabel in a bottom up direction

forces for change: internal force

reactive change

a piecemeal response to events and circumastances as they develop

three day meeting that generates solutions to specific bisiness problems -disucsses specific busuiness problems to solve -facilatator breaks the group into teams -town meetings

general electric workout

unfreezing

individuals must be shown why the change is necessary, melting resistance

internal forces

inside the organization cause it to change its structure and strategy; some internal forces are responses to external pressures

refreezing

involves reinforcing and supporting the change so that is becomes a permanent part of the system, change becomes routine

-when forces in one direction exceed forces in the opposite direction, the org. moves in the same direction of greater forces (restraining vs. driving) -lewin advises against simply adding more driving forces as he felt it was critical to also remove restraining forces -neglecting to include a significant force can - impact the proposed course of action

lewin's force field analysis model

unfreezing, impleneting change, refreezing

lewins 3 step model

stability

long ago, what was the simple goal that executives have

denial, frustration, negotiations, bargaining, depression, acceptance, experimentation, discovery, integration

mental phases of change

-education and comm. -participation and involvement -facilitation and support -negotiations and agreement -manipulation -explicit and implicit coercion

methods for overcoming resistance

orrcurs when companies don't anticipate, recognize, neutralize, or adapt to the internal and external pressures that threaten their survival

organizational decline

blinded stage

over confident, don't understand significance

crisis stage

re organize with few resources

blinded stage, inaction stage, faculty action stage, crisis stage, dissolution stage

types of organizational declines

technology, market forces, political and regulatory agencies, social trends, shifting demographics, global influences

what are forces for change in the environmental forces

driving forces and restraining forces

what are the forces for lewin's force field analysis model

external forces internal forces

what are two forces for change

-change is ineviateble and any significant transformation creates "people issues" -new leaders will be asked to step up , jobs will be changes, new skills and capabilities will have to developed -global market shifts, labor mobility, global capital flow and instantaneous comm. have shattered the stability theme -to succeed change management needs to consider the human side of change.

what is organization change like TODAY