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Topic 4: Change in Organizations

Why Change Things?. Unplanned ChangeChange in the environmentEconomicLawsLabor IssuesTechnologyDemand for goods and services. Why Change Things?. Planned ChangeA direct response to a perceived needA performance gap: that is, a discrepancy between the desired and actual state of affairs with

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Topic 4: Change in Organizations

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    1. Topic 4: Change in Organizations

    2. Why Change Things? Unplanned Change Change in the environment Economic Laws Labor Issues Technology Demand for goods and services

    3. Why Change Things? Planned Change A direct response to a perceived need A performance gap: that is, a discrepancy between the desired and actual state of affairs within the organization.

    4. Organizational Targets for Change

    5. Phases of Planned Change Kurt Lewin recommends that any change effort be viewed as a three-phase process: Unfreezing Changing Refreezing

    6. Lewins Three-Phases of Planned Change

    7. Planned Change Strategies Organizational change agents use various means for creating planned change in the organization. Three major strategies are: Force-coercion Rational persuasion Shared power

    8. Planned Change Strategies Force-coercion uses legitimacy, rewards, and punishment as primary inducements to change. The change agent acts unilaterally to try to command change through the formal authority of his/her position. People respond to this strategy out of fear of punishment or desire for reward. Compliance is usually temporary and will continue only as long as the change agent retains the punishment/reward power.

    9. Planned Change Strategies Rational persuasion attempts to bring about change by special knowledge, empirical support, and rational argument. Use of this strategy assumes that rational people will be guided by reason and self interest in deciding whether or not to support change. Expert power is mobilized to convince others that the cost-benefit value of a proposed change is high. When successful, this strategy results in a longer-lasting more internalized change than does force-coercion.

    10. Planned Change Strategies A shared power strategy actively involves other people who will be affected by a change in planning and making key decisions relative to the change. This approach seeks to establish directions and social support for change through the empowerment of others. This strategy is likely to result in longer lasting and internalized change.

    11. Resistance to Change Resistance is usually viewed as something to be overcome in order for change to be successful. Perhaps is might be better to view resistance to change as feedback that can be used constructively. Why do people resist change?

    12. Resistance to Change

    13. Resistance to Change Six general approaches for dealing with resistance to change: Education and communication. Use of one-on-one discussion, presentations to groups, memos, reports, and demonstrations to educate people beforehand about change and to help them see the logic of the change.

    14. Resistance to Change Six general approaches for dealing with resistance to change: Participation and involvement. Allowing others to help design and implement the changes; asking individuals to contribute ideas and advice, or forming task forces or committees to work on change.

    15. Resistance to Change Six general approaches for dealing with resistance to change: Facilitation and support. Providing socioemotional support for the hardships of change, actively listening to problems and complaints, providing training in the new ways, and helping to overcome performance pressures.

    16. Resistance to Change Six general approaches for dealing with resistance to change: Negotiation and agreement. Offering incentives to actual or potential resistors; working out trade-offs to provide special benefits in exchange for assurance that the change will not be blocked.

    17. Resistance to Change Six general approaches for dealing with resistance to change: Manipulation and co-optation. Use of covert attempts to influence others; selectively providing information and consciously structuring events so that the desired change receives maximum support.

    18. Resistance to Change Six general approaches for dealing with resistance to change: Explicit and implicit coercion. Use of force to get people to accept change; threatening resistors with a variety of undesirable consequences if they do not go along as planned.

    19. Resistance to Change Six general approaches for dealing with resistance to change: Advantages Disadvantages

    20. Case Study The Warner Manufacturing Company Group Discussion 30 minutes Class Reports 30 minutes

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