1. 4e Nelson/Quick ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 18 Managing Change

2. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Outcomes  Identify the major external and internal forces for change in organizations  Describe how different types of change vary in scope  Discuss methods organizations can use to manage resistance to change  Explain Lewin’s organizational change model 2

3. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Outcomes  Explain how companies determine the need to conduct an organizational development intervention  Discuss the major group-focused techniques for organization development intervention  Discuss the major individual-focused techniques for organization development intervention 3

4. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Organizational Changes  Planned change: Results from a deliberate decision to alter the organization  Unplanned change: Imposed on the organization and is unforeseen  Responsiveness requires tremendous flexibility and adaptability on the part of organizations ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 4

5. External Forces for Change Globalization Workforce Diversity Technological Change Ethical Behavior ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 5

6. Internal Forces for Change Crisis Changes in Employee Expectation Changes in Work Climate ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 6

7. Resistance to Change Fear of the unknown Fear of loss and failure Disruption of interpersonal relationships Personality conflicts Politics Cultural assumptions and values 7

8. 8 Figure 18.1 - Force Field Analysis of a Decision to Engage in Exercise ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 8

9. 9 Figure 18.2 - Lewin’s Change Model ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 9

10. 10 Figure 18.3 - The Organization Development Cycle ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 10

11. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Survey Feedback  Method of intervention whereby employee attitudes are solicited by questionnaire  Anonymous  Group reporting format  No repercussions  Clear purpose  Follow-up 11

12. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Management by Objectives and Quality Program  Organization-wide intervention technique of joint goal setting between employees and managers  Setting initial objectives  Periodic progress reviews  Problem solving to remove obstacles to goal achievement  Quality Program: Embeds product and service quality excellence into the organizational culture  Raise aspirations about product/service quality 12

13. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Team Building  Improves the effectiveness of a work group  Seek feedback  Discuss errors  Reflect on successes and failures  Experiment with new ways of performing  Climate of psychological safety 13

14. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Skills Training  Increasing the job knowledge, skills, and abilities that are necessary to do a job effectively  Accomplished either in formal classroom settings or on the job  Should be integrated into OD 14

15. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Leadership Training & Development  Techniques that are designed to enhance individual’s leadership skills  Action learning  Simulation  Business games  Role-playing  Case studies 15

16. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Executive Coaching  Technique for enhancing managers’ ability to perform by pairing them with a coach in a partnership  Verbal information  Intellectual skills  Attitudes  Development 16

17. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Role Negotiation  Technique whereby individuals meet and clarify their psychological contract  Outcome  Better understanding of what each can be expected to give and receive  Less ambiguity 17

18. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Job Redesign  Alters jobs to improve the fit between individual skills and the demands of the job  Realign task demands and individual capabilities  Redesign jobs to fit new techniques or organization structures 18

19. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Career Planning 19  Matches individual’s career aspirations with organizational opportunities  Benefits both the organization and its individuals  Identifies and nurtures talented employees for potential promotion