• the analysis of driving forces: forces that direct behavior away from the status quo. constrainting forces: forces that hinder movement away -achieved in 1 of the 3 ways,--,--,combine the 1st 2
Dimensions of Organizational Change
Top Down _______________ Bottom-up Radical _______________ Incremental Discontinuous _____________ Continuous Planned _______________ Emergent OD ----Incremental, gradual, planed changes Organizational transformation---Decisive,
• evaluation:the effectiveness of the actions,using the initial data gathered as points of reference.
*** Change issues in the 1990s (1)
stimulating organizational
rapid,fundame18 Organizational Change & Development
§18.1 Forces of Change
Specific factors acting as stimulants for change
Dynamic & Changing environment
• organization:structural inertia,limited focus of change,group inertia,threat to expertise, threat to established power relationships, (R-A)
• ing:education & communication, participation, facilitation & support,negotiation, manipulation & cooperation,coersion
• culture encouraging experimentation.reward both success & failure,celebrate mistakes.rewarded for the absence of failures rather than for the presence of successes
*** to managing change (1)5steps Action research
• A change process based on systematic collection of data & then selection of a change action based on what the analyzed data indicate
• the politics of change:threaten the status quo; power, stakeholder,impetus--er
*** to managing change (1) 3Phase (Lewin’s notion)
• Unfreezing:change effort to e the pressures of both individual & group conformity,
• physical setting:consider work demands,formal interaction requirement & social needs when md. About space configurations,interior design,equip placement
• implementation, equilibrium state
• Refreezing or institutionalization:stabilizing a change intervention by balancing. Sustained over time,prevent from being short lived & reverting to the previous --
• respect for people:Theory Y,treated with dignity • trust & support:authenticity,openness, a suppotive • power equalization:deemphasize hierarchical -• confrontation:problem shouldn’t be swept under
• remedy for:fragmentation,petition,reactiveness
• managing learning: strategy,redesign the --, culture
*** Values
• A collection of planned-change interventions,built on humanistic-democratic values,that seeks to improve -- effectiveness & employee well-being
• Technology:IT automation,TQM program, BPR
• nature of the work force:more cultural diversity, increase in professions,many new entrants with inadequate skills
*** Change issues in the 1990s (1)creating the learning organization
• --has developed the continuous capacity to adapt & change
• single-loop learning:errors are corrected using past routines & present policies
• economic shocks:security market crashes,interest rate fluctuations,foreign currency petition:petitions,mergers & considerations,growth of specialty retailers
*** can change agents change?
• Structure:alter 1 or more of the key elements in -,major modifications in
• technology:most of early studies dealt with efforts aimed at technological change.introduction of new equipment,tools,methods;puterization
intentional & goal-oriented. Accidental occurrence;proactive & purposeful • the goals:improve the ability of - to adapt to changes in its environment;change -- behavior • order of magnitude:1st-order:linear & continuous, no fundamental shift; 2nd-order:multidimensional, multilevel,discontinuous,& radical • Change agents: persons acting as catalysts & assume the responsibility for managing --
• diagnosis:gathering information about problems • analysis:synthesized this information into primary
concerns,problem areas,& possible actions • feedback:sharing with - what has been found from • action:carry out the specific action to correct --
• social trends:increase in college attendance & divorce rate, delayed marriages by young peoples
• world politics
*** Planned Change
• Change:making things different. • Planned Change:change activities that are
innovation
• A new idea applied to initiating or improving a products, process or service
• structural variables:organic -- positively influence innovation; long tenure in -- is associated with --. 3.nurtured where there are slack resource,bearing the cost of -; munication facilitate cross-fertilization