Managing Organizational Change and Innovation
Griffin - Management, 8th Edition
Chapter 13 - Managing Organizational Change and
Innovation
1. The Nature of Organization Change – any substantive modification to some part of the organization
a. Forces of Change
i. External Forces - derive form the organization’s general and task environments ii. Internal Forces – a variety of forces inside the organization may cause change as well
b. Planned Versus Reactive Change
i. Planned change – change that is designed and implemented in an orderly and timely fashion in anticipation of future events ii. Reactive change – a piecemeal response to circumstance as they develop
2. Managing Change in Organizations
a. Steps in Change Process
i. The Lewin Model – Kurt Lewin suggested that change requires three steps
1. Unfreezing – those who will be affected by the change must be led to recognize whey change is necessary
2. Change – must be implemented
3. Refreezing – reinforcing and supporting the change so that it become part of the system ii. A Comprehensive Approach to Change – take a system view and delineates a series of specific steps that often leads to successful change
1. Recognition of the need for change
2. Establishment of goals of the change
3. Diagnosis of relevant variables
4. Selection of appropriate change technique
5. Planning for implementation of the change
6. Actual implementation
7. Evaluation and follow-up
b. Understanding Resistance to Change
i. Uncertainty ii. Threatened Self-Interests iii. Different Perceptions iv. Feelings of Loss
c. Overcoming Resistance to Change
i. Participation – often the most effective technique for overcoming resistance to change
1. Educations and Communication – educate employees about the need for change the expected results
2. Facilitation – procedures are advisable
© Michael Abelson, 2006
Griffin - Management, 8th Edition
Chapter 13 - Managing Organizational Change and
Innovation
3. Force-Field Analysis – forces are
Chapter 13 - Managing Organizational Change and
Innovation
1. The Nature of Organization Change – any substantive modification to some part of the organization
a. Forces of Change
i. External Forces - derive form the organization’s general and task environments ii. Internal Forces – a variety of forces inside the organization may cause change as well
b. Planned Versus Reactive Change
i. Planned change – change that is designed and implemented in an orderly and timely fashion in anticipation of future events ii. Reactive change – a piecemeal response to circumstance as they develop
2. Managing Change in Organizations
a. Steps in Change Process
i. The Lewin Model – Kurt Lewin suggested that change requires three steps
1. Unfreezing – those who will be affected by the change must be led to recognize whey change is necessary
2. Change – must be implemented
3. Refreezing – reinforcing and supporting the change so that it become part of the system ii. A Comprehensive Approach to Change – take a system view and delineates a series of specific steps that often leads to successful change
1. Recognition of the need for change
2. Establishment of goals of the change
3. Diagnosis of relevant variables
4. Selection of appropriate change technique
5. Planning for implementation of the change
6. Actual implementation
7. Evaluation and follow-up
b. Understanding Resistance to Change
i. Uncertainty ii. Threatened Self-Interests iii. Different Perceptions iv. Feelings of Loss
c. Overcoming Resistance to Change
i. Participation – often the most effective technique for overcoming resistance to change
1. Educations and Communication – educate employees about the need for change the expected results
2. Facilitation – procedures are advisable
© Michael Abelson, 2006
Griffin - Management, 8th Edition
Chapter 13 - Managing Organizational Change and
Innovation
3. Force-Field Analysis – forces are