Chapter 18Organizational Change and Development.ppt

Chapter 18:Organizational Change and Development Chapter Objectives Appreciate the forces that lead to organization change and the various impediments to change that arise during the change process Distinguish between evolutionary and revolutionary change and identify the main types of each of these kinds of change processes Chapter Objectives Discuss the main steps involved in action research and identify the main issues that must be addressed to manage the change process effectively Understand the process of organization development and how to use various change techniques to facilitate the change process Opening Case: Toyota is a Master at Managing Change Why is change important at Toyota? What is Organizational Change? Movement of an organization away from its present state and toward some desired future state to increase its effectiveness Reengineering TQM Innovation Restructuring Table 18.1 Forces for and Impediments to Change Forces for Change Competitive Economic and political Global Demographic and social Ethical Impediments Power and conflict Differences in functional orientation Mechanistic structure Organizational culture Group norms Uncertainty/ insecurity Habit Lewin’s Force-Field Theory of Change Forces resist change Forces push change Performance levels P1 = Balance P2 Increase forces for change, reduce forces for change, or both Categories of Change Evolutionary Change: Change that is gradual, incremental, and narrowly focused. Revolutionary Change: Change that is rapid, dramatic, and broadly focused. Instruments of Evolutionary Change Socio-technical systems theory Total quality management Instruments of Revolutionary Change Reengineering Restructuring Innovation Figure 18.2 Lewin’s Three Step Change Process Unfreeze Change Refreeze Managing Change: Action Research A strategy for generating and acquiring knowledge that managers can use to define an organization’s desired future state and to plan a change program that allows the organ