Chapter 18

Organizational Behavior:
Foundations, Realities, & Challenges
Nelson & Quick, 5th edition

Managing Change

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 Organizational Change
Unplanned Change
Planned Change

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Managers must be
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 External Forces for Change

Globalization Workforce
Diversity

Changing Ethical
Technology Behavior

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Globalization

Organizations must rethink

the most efficient ways to
Majority of

new workers

will be _______

Workforce will
grow in diversity -
Structural
more _________
Change
and _____________
and
Workforce is aging -
Mental less _______ workers, more
Change __________
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Diversity
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 Ethical
Behavior

Ethical
Treatment Changes in

Technological
Change
Changes in
Changing
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Technology
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 Internal Forces for Change

Company
Declining Crisis
Effectiveness

Changing
Changing Employee
Work Climate Expectations

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 Scope of Change

Incremental Change

Strategic Change

Transformational Change

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 The Change Agents Role
Change Agent

Effective change leaders build relationships

Within . . .
Between . . .
Between . . .

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 Internal Change Agents

Advantages Disadvantages
. .

. .

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 External Change Agents

Advantages Disadvantages
. .

. .

To succeed, . . .
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 Resistance to Change
1.

2.

3.

4.

5.

6.

7.
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 Dealing with
Resistance to Change
Communication
.
.
Participation in
the process
.
.
Empathy and
support
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 Reactions to Change and Managerial Interventions
Reaction Expression Managerial
Intervention
Disengagement Confront, identify

Disidentification Explore, transfer

Disenchantment Neutralize,
acknowledge

Disorientation Explain, plan

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a division of Thomson Learning. Table adapted from H. Woodward and S. Buchholz. Aftershock: Helping People through corporate Change, p. 15.
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 Lewins Three-Step Change
Model

1. Unfreezing

2. Moving

3. Refreezing

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 Force Field Analysis of Decision to
Engage in Exercise
Forces for change Forces for status quo

Equilibrium

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 Applying Lewins Model
to the Organization
Unfreezing Moving Refreezing

Reducing forces Developing new Reinforcing new

For status quo attitudes, values, attitudes, values,
and behaviors and behaviors

Unfreezing:
Moving:
Refreezing:
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 Organizational Development (OD)

Organizational Development (OD)

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 Diagnosis and Needs Analysis

Diagnosis and
needs analysis Intervention

Follow-up

Ask
What . . .
What . . .
What . . .
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 OD Intervention Methods:
Organizational/Group Techniques

Survey
Feedback
Anonymous
Group reporting format

No repercussions
Clear purpose
Follow-up

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 OD Intervention Methods:
Organizational/Group Techniques

Management by Objectives

Initial objectives
Periodic progress
reviews
Problem solving to
remove obstacles
to goal achievement
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 OD Intervention Methods:
Organizational/Group Techniques

Quality Program
Raise aspirations about
product/service
quality
Embed product/service
quality excellence in
the organizational
culture

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 OD Intervention Methods:
Organizational/Group Techniques
Team Building
Seek feedback
Discuss errors
Reflect on successes and
failures
Experiment with new ways
of performing
Climate of psychological
safety

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 OD Intervention Methods:
Organizational/Group Techniques
Process Consultation

Outside consultant:
Enters organization
Defines the relationship
Chooses an approach
Gathers data
Diagnoses problem
Intervenes
Leaves organization
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 OD Intervention Methods:
Individual-Focused Techniques

Skills Training

In formal classroom
settings
On the job (Continual
updating)

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 OD Intervention Methods:
Individual-Focused Techniques

Leadership Training
and Development

Action learning
Simulation
Business games
Role-playing
Case studies
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 OD Intervention Methods:
Individual-Focused Techniques

Executive Coaching

Verbal information
Intellectual skills
Attitudes
Development

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 OD Intervention Methods:
Individual-Focused Techniques

Role Negotiation

Outcomes
Better understanding of
what each can be
expected to give and
receive
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 OD Intervention Methods:
Individual-Focused Techniques
Job Redesign

Realign task demands

and individual
capabilities
Redesign jobs to fit new
techniques or
organization structures
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 OD Intervention Methods:
Individual-Focused Techniques

Health
Ex. Stress reduction education,
Promotion employee assistance
Programs
Match individuals career
Career aspirations with organizational
Planning opportunities

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 Ethical Considerations in
Organizational Development

.
.
.
.

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