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Chapter 14

Chapter 14. Managing Change. CHANGE AT WORK. • The Nature of Work Change • • • . Change. • Proactive • Reactive. Responses to Change. • How Individual Attitudes Affect Response to Change • The Hawthorne Effect • Group Response to Change • Homeostasis • Backsliding.

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Chapter 14

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  1. Chapter 14 Managing Change

  2. CHANGE AT WORK • The Nature of Work Change • • • Change • Proactive • Reactive Responses to Change • How Individual Attitudes Affect Response to Change • The Hawthorne Effect • Group Response to Change • Homeostasis • Backsliding Costs and Benefits • Psychic costs

  3. RESISTANCE TO CHANGE • Nature and Effect • • • • Chain-reaction effect Reasons for Resistance Types of Resistance • Logical Resistance • Psychological Resistance • Sociological Resistance • Implications of Resistance Possible Benefits of Resistance

  4. IMPLEMENTING CHANGE SUCCESSFULLY • Transformational Leadership and Change • Transformational leaders • Creating Vision • Communicating Charisma • Stimulated Learning • Double-loop learning • Single-loop learning

  5. IMPLEMENTING CHANGE SUCCESSFULLY • Three Stages in Change • • Unfreezing • Changing • Refreezing Manipulating the Forces • Equilibrium

  6. IMPLEMENTING CHANGE SUCCESSFULLY • Figure 14-3 A model of the equilibrium state and change process

  7. IMPLEMENTING CHANGE SUCCESSFULLY • Building Support for Change • Use of Group Forces • Providing a Rationale for Change • Participation • Shared Rewards • Employee Security • Communication and Education • Stimulating Employee Readiness • Working with the Total System

  8. UNDERSTANDING ORGANIZATION DEVELOPMENT • Organization development (OD) • Foundations of OD • Systems Orientation • Understanding Causality • Assumptions Underlying Organizational Development

  9. UNDERSTANDING ORGANIZATION DEVELOPMENT • Figure 14-6 • Common • organization • development • assumptions

  10. UNDERSTANDING ORGANIZATION DEVELOPMENT • Characteristics of Organization Development • Humanistic Values • Use of a Change Agent • Problem Solving • Action research • Experimental Learning • Interventions at Many Levels • Contingency Orientation • Summary and Application

  11. UNDERSTANDING ORGANIZATION DEVELOPMENT • The Organization Development Process 1. • Initial diagnosis 2. Data collection • Performance gaps • Baseline information 3. Data feedback and confrontation 4. Action planning and problem solving 5. Use of interventions 6. Evaluation and follow-up Benefits and Limitations of OD

  12. UNDERSTANDING ORGANIZATION DEVELOPMENT • Figure 14-8 • Benefits • and • limitations • of • organization • development

  13. ? Questions

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