1. Managing Organizational Change: Strategic Planning and Organizational Development
Chapter 16

2. Learning Objectives
Characterize the prevalence of the change process in organizations.
Understand what, exactly, is changed when organizational change comes about, and the forces responsible for unplanned organizational change.
Describe what is meant by strategic planning and the types of strategic changes that organizations make.

3. Learning Objectives
Identify the ten steps in the strategic planning process.
Explain why people are resistant to organizational change and how this resistance may be overcome.
Identify and describe the major organizational development techniques that are used today.

4. Unplanned Change Forces
Shifting Employee Demographics
Performance Gaps
Government Regulation
Global Competition
Fluctuating Economic Conditions
Advances in Technology

5. Strategic Planning
The process of formulating, Implementing, and evaluating decisions that enable an organization to achieve its objectives

6. Strategic Planning Is Deliberate
Occurs When Current Objectives Can No Longer Be Met
New Organizational Objectives Requires New Strategic Plans

7. Strategic Planning Targets
Products and Services
Organizational Structure
Downsizing
Rightsizing
Outsourcing

8. Various Competitive Strategies

9. Individual Barriers to Change
Economic Insecurity
Fear of the Unknown
Threats to Social Relationships
Habit
Failure to Recognize Need for Change

10. Organizational Barriers to Change
Structural Inertia
Work Group Inertia
Threats to Existing Balance of Power
Previously Unsuccessful Change Efforts

11. Overcoming Organizational Change Resistance
Shape Political Dynamics
Identify and Neutralize Change Resisters
Educate the Workforce
Involve Employees in the Change Efforts
Reward Constructive Behaviors
Take the Situation into Account

12. Create a Learning Organization
Establish Commitment to Change
Adopt an Informal Organizational Structure
Develop an Open Organizational Culture

13. Organizational Development
Appreciative Inquiry
Discovery
Dreaming
Designing
Delivering

14. Organizational Development
Action Labs
Quality of Work Life Programs
Work Restructuring
Quality Circles

15. Organizational Development Effectiveness
More Effective Among Blue-Collar Workers
Enhanced by Using Technique Combination
Depends on Degree of Top Management Support