1. 1–1 MPO699 MANAGING PEOPLE IN ORGANIZATION TOPIC 07 – LEADING CHANGE

2. 2 Learning Objectives List what managers can change Learn why employees resist change Discuss the eight steps for leading change Analyze five organizational development techniques Learn how to overcome interpersonal, individual, and organizational conflicts

3. 3 Organizational Change Employees Technology Tasks Structure Culture Strategy

4. 4 Sources of Resistance to Change Level One Level Two HonestDisagreement Lack of Information EmotionalIssues PersonalReasons

5. 5 EducationEducationParticipationParticipation Overcoming Resistance FacilitationFacilitationNegotiationNegotiation ManipulationManipulationCoercionCoercion

6. 6 Unfreezing Moving Refreezing Lewin’s Three-Step Process of Change

7. ©Prentice Hall, 20007 Eight-Step Change Process 1. A sense of urgency 2. Coalition and commitment 3. A shared vision 4. Empowerment 5. Short-term wins 6. Consolidated gains 7. New ways of doing things 8. Monitoring and adjustment

8. 8 Change in Action Becoming an E-Business CultureCultureStructureStructureStrategyStrategy

9. 9 Leading Strategic Change Charismatic Instrumental Missionary

10. 10 Embedding and Reinforcing Organizational Culture What leaders notice, measure, and control Leader reactions to critical incidents and organizational crises Deliberate role modeling, teaching, and coaching Criteria for allocation of rewards and status Criteria for recruiting, selecting, promoting, retiring, and firing Primary Embedding Mechanisms

11. 11 Embedding and Reinforcing Organizational Culture Organization design and structure Organizational systems and procedures Design of physical space, facades, and buildings Stories about important events and people Formal statements of organizational philosophy, creeds, and charters Secondary Reinforcement Mechanisms

12. 12 Organizational Development Applications Human Process HR Management Technostructural Strategic

13. 13 Organizational Conflict Individual Interpersonal Intergroup

14. 14 Managing Intergroup Conflict Managing Intergroup Conflict Structure- Based Approaches Structure- Based Approaches Common or Superordinate Goals Common or Superordinate Goals

15. 15 Conflict-Resolution Styles AvoidanceAccommodationCompetition CompromiseCollaborationForcing

16. 16 Conflict-Resolution Modes Forcing Confronting Process Controlling Problem Solving Compromising Accommodating Avoiding Contending; doing what you say directly Demanding attention to the conflict issue Dominating the conflict-resolution process Reconciling the parties’ basic interests Settling through mutual concessions Giving in to the opponent Moving away from the conflict issue Component Definition