Bài giảng Organizational behavior - Chapter 16: Managing Change and Organizational Learning

After reading the material in this chapter, you should be able to: LO16.1 Discuss the external and internal forces that can create the need for organizational change. LO16.2 Describe Lewin’s change model and the systems model of change. LO16.3 Explain Kotter’s eight steps for leading organizational change.

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Managing Change and Organizational LearningChapter SixteenAfter reading the material in this chapter, you should be able to:LO16.1 Discuss the external and internal forces that can create the need for organizational change.LO16.2 Describe Lewin’s change model and the systems model of change.LO16.3 Explain Kotter’s eight steps for leading organizational change.After reading the material in this chapter, you should be able to:LO16.4 Review the 11 reasons employees resist change.LO16.5 Identify alternative strategies for overcoming resistance to change.LO16.6 Define the term learning organizationLO16.7 Review the factors that hinder an organization’s ability to learn from success and failure.Forces of ChangeExternal forces for change originate outside the organizationInternal forces for change originate inside the organization.Lewin’s Change ModelUnfreezingFocus is to create the motivation to changeBegin by disconfirming the usefulness or appropriateness of employees’ present behaviors or attitudesLewin’s Change ModelBenchmarking the overall process by which a company compares its performance with that of other companies, then learns how the strongest-performing companies achieve their resultsLewin’s Change ModelChangingproviding employees with new information, new behavioral models, new processes or procedures, new equipment, new technology, or new ways of getting the job donechange can be aimed at improvement or growth, or it can focus on solving a problem such as poor customer service or low productivityLewin’s Change ModelRefreezingChange is stabilized by helping employees integrate the changed behavior or attitude into their normal way of doing thingsGiving employees the chance to exhibit new behaviors, which are then reinforcedA Systems Model of ChangeSystems ApproachBased on the premise that any change, no matter how large or small, has a cascading effect throughout an organizationTakes a “big picture” perspective of organizational changeA Systems Model of ChangeSteps to Leading Organizational ChangeTable 16-1The OD ProcessOvercoming Resistance to ChangeResilience to change represents a composite characteristic reflecting high self-esteem, optimism, and an internal locus of control, was positively associated with recipients’ willingness to accommodate or accept a specific organizational changeSix Strategies for Overcoming Resistance to ChangeFactors That Detract from an Organization’s Ability to Learn from Failure
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