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Leading Organizational Change

Leading Organizational Change. Chapter Objectives. List the things that managers can change in organizations Explain why employees resist change Give examples of each of the eight steps for leading organizational change

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Leading Organizational Change

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  1. Leading Organizational Change Chapter 14

  2. Chapter Objectives • List the things that managers can change in organizations • Explain why employees resist change • Give examples of each of the eight steps for leading organizational change • Identify four basic organizational development techniques to change organizations • Illustrate three techniques for overcoming individual, interpersonal, and intergroup organizational conflicts Chapter 14

  3. Business Re-engineering • Identify business process • Measure existing processes • Identify improvement opportunities • Redesign and implement Chapter 14

  4. Organizational Change Strategy Culture Structure Tasks Technology Employees Chapter 14

  5. Sources of Resistance to Change Level One Level Two Lack of Information Personal Reasons Honest Disagreement Emotional Issues Chapter 14

  6. Overcoming Resistance Education Participation Facilitation Negotiation Manipulation Coercion Chapter 14

  7. Lewin’s Three-Step Process of Change Moving Refreezing Unfreezing Chapter 14

  8. 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 Chapter 14

  9. Charismatic Leading Strategic Change Missionary Instrumental Chapter 14

  10. Embedding and Reinforcing Organizational Culture Primary Embedding Mechanisms • What leaders notice, measure, and control • Leader reactions to critical incidents and organizational crises • Deliberate role modelling, teaching, and coaching • Criteria for allocation of rewards and status • Criteria for recruiting, selecting, promoting, retiring, and firing Chapter 14

  11. Embedding and Reinforcing Organizational Culture Secondary Reinforcement Mechanisms • 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 Chapter 14

  12. Human Process Technostructural HR Management Strategic Organizational DevelopmentApplications Chapter 14

  13. Organizational Conflict • Individual • Interpersonal • Intergroup Chapter 14

  14. Managing Intergroup Conflict Structure- Based Approaches Interpersonal Approaches Chapter 14

  15. Avoidance Accommodation Competition Conflict-Resolution Styles Compromise Collaboration Forcing Chapter 14

  16. Conflict-Resolution Styles Definition Component • 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 Chapter 14

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