Copyright © 2004 Prentice Hall. All rights reserved.8–1 Model for Planned Organizational Change FIGURE 8–1 Source: Adapted from Larry Short, “Planned Organizational.

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Presentation transcript:

Copyright © 2004 Prentice Hall. All rights reserved.8–1 Model for Planned Organizational Change FIGURE 8–1 Source: Adapted from Larry Short, “Planned Organizational Change,” MSU Business Topics, Autumn 1973, pp. 53–61 ed. Theodore Herbert, Organizational Behavior: Readings and Cases (New York: McMillan, 1976), p. 351.

Copyright © 2004 Prentice Hall. All rights reserved.8–2 Basic Questions for Change Agents What are the forces acting upon me? What should we change? How should we change it?

Copyright © 2004 Prentice Hall. All rights reserved.8–3 Strategic Change Strategic change Sources and Effects of Strategic Change Technological Change Structural Change

Copyright © 2004 Prentice Hall. All rights reserved.8–4 Is Your Organization Well-Designed? Market advantage Parenting advantage People test Feasibility Specialist culture Difficult-links Redundant- hierarchy Accountability Flexibility

Copyright © 2004 Prentice Hall. All rights reserved.8–5 Organizational Development  Human Process Interventions  Sensitivity Training (Laboratory or T-groups)  Team Building  Survey Research

Copyright © 2004 Prentice Hall. All rights reserved.8–6 Why People Resist Change Information or honest disagreement Personal and emotional fear Personality traits Competing commitments

Copyright © 2004 Prentice Hall. All rights reserved.8–7 Kurt Lewin’s Model of Change Unfreezing Moving Refreezing

Copyright © 2004 Prentice Hall. All rights reserved.8–8 FIGURE 8–5 Barriers to Empowerment

Copyright © 2004 Prentice Hall. All rights reserved.8–9 A Nine-step Process For Leading Organizational Change 1.Create a Sense of Urgency 2.Decide What to Change 3.Create a Guiding Coalition and Mobilize Commitment 4.Develop and Communicate a Shared Vision 5.Empower Employees to Make the Change 6.Generate Short-Term Wins 7.Consolidate Gains and Produce More Change 8.Anchor the New Ways of Doing Things in the Company Culture 9.Monitor Progress and Adjust the Vision as Required

Copyright © 2004 Prentice Hall. All rights reserved.8–10 FIGURE 8–7 Conflict Handling Styles