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MASTER OF INTERNATIONAL BUSINESS (MIB)

MASTER OF INTERNATIONAL BUSINESS (MIB). HUMAN RESOURCE MANAGEMENT (TPM516M) Topic 8 Organisational Change and Learning. 1) FORCES THAT ACT AS STIMULANTS FOR CHANGE. 1.1) Changing Nature of the Workforce 1.2) Technology 1.3) Competition. 2) MANAGING PLANNED CHANGE. 2.1) Planned Change

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MASTER OF INTERNATIONAL BUSINESS (MIB)

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  1. MASTER OF INTERNATIONAL BUSINESS (MIB) HUMAN RESOURCE MANAGEMENT (TPM516M) Topic 8 Organisational Change and Learning

  2. 1) FORCES THAT ACT AS STIMULANTS FOR CHANGE • 1.1) Changing Nature of the Workforce • 1.2) Technology • 1.3) Competition

  3. 2) MANAGING PLANNED CHANGE • 2.1) Planned Change • 2.2) Change Agents

  4. 3) WHAT CAN BE CHANGED? • 3.1) Changing Structure • 3.2) Changing Technology • 3.3) Changing the Physical Setting • 3.4) Changing People

  5. 4) RESISTANCE TO CHANGE • Organisation members may resist change • Easier to deal with resistance when it is overt and immediate • Challenge for management when it is implicit or deferred

  6. 5) SOURCES OF RESISTANCE TO CHANGE • 5.1) Individual Resistance • Habit • Security • Economic factors • Fear of the unknown • Selective Information Processing • 5.2) Organisational Resistance • Structural Inertia • Limited Focus of Change • Group Inertia • Threat to Expertise • Threat to established Power Relationships • Threat to established Resource Allocations • 5.3) Politics of Change

  7. 6) OVERCOMING RESISTANCE TO CHANGE • Education and Communication • Participation • Facilitation and Support • Negotiation • Manipulation and co-optation • Coercion

  8. 7) APPROACHES TO MANAGING ORGANISATIONAL CHANGE • 7.1) Lewin’s three-step model • 7.2) Action Research • 7.2.1) Five steps in action research:- • Diagnoses • Analysis • Feedback • Action • Evaluation • 7.2.2) Benefits of Action Research • 7.3) Organisational Development (OD) • Sensitivity Training (Laboratory Training / T-groups) • Survey Feedback • Process Consultation • Team Building • Intergroup Development

  9. 8) CONTEMPORARY CHANGE ISSUES • 8.1) Innovation • 8.1.1) Structural variables • Cultural variables • Human resources variables • 8.2) Creating a learning organization • 8.2.1) A Learning Organisation is an organization that has developed the continuous capacity to change • 8.2.2) Five basic characteristics of a learning organization: • 8.2.3) Learning organizations are a remedy for the three fundamental characteristics inherent in traditional organizations • 8.2.4) What can managers do to make their firms learning organizations?

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