Organizational Behavior and Management Sixth Edition lvanceyich Matteson
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved
CHAPT 16 Managing Organizational Change and Innoyation dEFinE what is meant by organizational change management oIDENTIFY the major steps in undertaking organizational change effort DESCRiBE the two major types of change forces oDISCUSS the role of problem diagnosis in the organizational change management. TER IDENTIFY a number of change methods and the relative depth of intervention each represents .RECoGNize the impediments and conditions that may limit change management effectiveness DISCUSS the ethical implications of change management OUNDERSTAND how adopting innovation is a natural outcome in organizations that effectively manage change
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 16 C H A P T E R Managing Organizational Change and Innovation ⚫DEFINE what is meant by organizational change management. ⚫IDENTIFY the major steps in undertaking organizational change effort. ⚫DESCRIBE the two major types of change forces. ⚫DISCUSS the role of problem diagnosis in the organizational change management. ⚫IDENTIFY a number of change methods and the relative depth of intervention each represents. ⚫RECOGNIZE the impediments and conditions that may limit change management effectiveness. ⚫DISCUSS the ethical implications of change management. ⚫UNDERSTANDhow adopting innovation is a natural outcome in organizations that effectively manage change
16-3 Managing Organizational Change Change is an inevitable, pervasive, persistent, and permanent condition for all organizations o Organizations futures depend on their ability to master change o Effective managers must view managing planned change as an integral responsibility o Contemporary managers will have to develop approaches for adopting and implementing nnovation Mcgraw-hillarwin Copyright o 2002 by The McGraw-Hill Companties, Inc. All rights reserved
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 16-3 Managing Organizational Change ⚫ Change is an inevitable, pervasive, persistent, and permanent condition for all organizations. ⚫ Organizations’ futures depend on their ability to master change. ⚫ Effective managers must view managing planned change as an integral responsibility. ⚫ Contemporary managers will have to develop approaches for adopting and implementing innovation
16-4 Organizational Change Approaches Managing Change through power Managing Change throug h reason Managing Change through reeducation Mcgraw-hillarwin Copyright o 2002 by The McGraw-Hill Companies, Inc. All/its reserved
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 16-4 Organizational Change Approaches Managing Change through Reason Managing Change through Power Managing Change through Reeducation
16-5 Learning Principles in Change Management Unfreezing old learning o Requires people who want to learn new ways to think and act. o Deals directly with resistance to change Movement to new learning o Requires training, demonstration, and empowerment. Empower employees to take on new behaviors. Refreezing the learned behavior o Occurs through the application of reinforcement and feedback. o Strategies designed to minimize the loss of new knowledge, skills Mcgraw-hillarwin Copyright@2002 by The McGraw-Hill Companies, Inc. All rights reserved
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 16-5 Learning Principles in Change Management Unfreezing old learning ⚫ Requires people who want to learn new ways to think and act. ⚫ Deals directly with resistance to change. Movement to new learning ⚫ Requires training, demonstration, and empowerment. ⚫ Empower employees to take on new behaviors. Refreezing the learned behavior ⚫ Occurs through the application of reinforcement and feedback. ⚫ Strategies designed to minimize the loss of new knowledge, skills