ch19 Kreitner 2004 6e OB

The Internal Forces of Change: 

The Internal Forces of Change Human Resource Problems/Prospects Unmet needs Job dissatisfaction Absenteeism and turnover Productivity Participation/suggestions Managerial Behavior/Decisions Conflict Leadership Reward systems Structural reorganization The Need for Change 19-3 Figure 19-1 cont. McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

A Generic Typology of Organizational Change: 

A Generic Typology of Organizational Change Adaptive Change Innovative Change Radically Innovative Change Reintroducing a familiar practice Introducing a practice new to the organization Introducing a practice new to the industry Degree of complexity, cost, and uncertainty Potential for resistance to change Low High 19-4 Figure 19-3 McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Lewin’s Change Model: 

Lewin’s Change Model Unfreezing Creates the motivation to change Encourages the replacement of old behaviors and attitudes with those desired by management Entails devising ways to reduce barriers to change Creates psychological safety 19-6 McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

A Systems Model of Change: 

A Systems Model of Change Organizing Arrangements People Goals Social Factors Methods Target Elements of Change Internal Strengths Weaknesses External Opportunities Threats Inputs Internal Organizational level Department/ group level Individual level Outputs Strategy 19-7 Figure 19-3 McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Kotter’s Eight Steps for Leading Organizational Change: 

Kotter’s Eight Steps for Leading Organizational Change Description Step 19-8 Table 19-1 McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Kotter’s Eight Steps for Leading Organizational Change: 

Kotter’s Eight Steps for Leading Organizational Change Description Step 19-9 Table 19-1 cont. McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Organizational Development: 

Organizational Development Organizational Development a set of techniques or tools that are used to implement organizational change 19-10 McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Overcoming Resistance to Change: 

Overcoming Resistance to Change Drawbacks Advantages Commonly Used in Situations Where: Approach 19-15 Table 19-2 McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Overcoming Resistance to Change: 

Overcoming Resistance to Change Drawbacks Advantages Commonly Used in Situations Where: Approach 19-16 Table 19-2 cont. McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Stress: 

Stress Stress behavioral, physical, or psychological response to stressors Stress is not merely nervous tension Stress can have positive consequences Stress is not something to be avoided The complete absence of stress is death Stress is inevitable 19-17 McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.