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Organizational Change

Terms in this set (44)

4 internal changes
structural, strategic, people, processes
Structural changes
changes made to the organization's structure that might stem from internal or external factors and typically affect how the company is run.
Strategic changes
making changes to the overall goals, purpose, strategy or mission of an organization.
People changes
directed towards improving employee performance, skills, attitudes, behavior and loyalty to the organization, as well as to enhance manager-subordinate relationships, group cohesion and employee sense of achievement.
Process changes
improve overall workflow efficiency and productivity within an organization.
Planned Change Process
Recognize Need
Develop Change Goals (Establish Urgency)
Appoint a Change Agent
Assess Current Climate
Develop Plan (who when where how)
Implement Plan
Evaluate Plan
Recognizing the need for change
requires managers at all levels to be aware of the internal and external forces that potentially compromise the success and long-term sustainability of the organization.
Developing change goals
provides managers with the objective or expectation of how the change will respond to whatever internal or external forces are driving the need to change.
change agent
select someone to carry out that change
assessing the current climate of the organization
determine how ready the organization and its members are for the change
develop the change plan
provide a roadmap for how the change will be implemented
Implementing the change
puts the change plan into action
evaluate the plan
assess how successful the plan was in achieving the change goal
Kurt Lewin
developed a change model involving three steps: unfreezing, changing and refreezing
unfreezing step
create an awareness of how the status quo, or current level of acceptability, is hindering the organization in some way
changing step
where the organization must transition or move into this new state of being (marked w/ uncertainty; learn new behavior; hardest step to accept)
refreezing step
act of reinforcing, stabilizing and solidifying the new state after the change
Force Field Analysis Change Model
Investigate the balance of power
Identify the key players involved in decision-making
Identify who is for and who is against change
Identify ways to influence those against change
driving forces
those seeking change
resisting forces
those seeking status quo
driving forces > resisting forces =
change
Stating the problem
determining the current situation in terms of the conflict at hand and desired future
Defining objectives
listing the expectations or outcomes of change.
Determining resisting forces
to identify negative or resistant forces to change.
Comparing strategy against organizational objectives
to determine whether the strategies used are in line with the desired objectives.
forces
people, habits, customs, attitudes
Kotter's 8-Step Change Model of Management
establish a sense of urgency, create the guiding coalition, develop a vision and strategy, communicate the change vision, empower broad-based action, generate short-term wins, consolidate gains to produce more change, and anchor change in the organization's culture
_________ _______ is critical in the change process.
Employee buy-in is critical in the change process.
establish a sense of urgency
(motivator) inspiring the necessary teamwork, ideas, and eagerness to make sacrifices related to the change.
___________ of the organization's status quo should be viewed as a threat to the employees' futures, making members more likely to ___________ the change
Maintenance of the organization's status quo should be viewed as a threat to the employees' futures, making members more likely to embrace the change
create the guiding coalition
selecting and recruiting a team of individuals who will be capable of carrying out the change.
create a change vision
provide employees with a clear understanding of what the change is all about.
communicate the vision
employees are able to see how the vision for change will affect and benefit them as an individual.
empower broad-based action
removing obstacles that block the change vision or disempower individuals with unrealistic and unattainable goals.
generating short-term wins
needed to maintain enthusiasm and momentum to keep the change initiative going
consolidate gains to produce more change
focusing on the role of early success as an enabler of future success
anchor changes within the organizational culture
monitoring the acceptance of change and how well the organizational culture is adapting to the change.
learning organization
symbolizes a company where its members are constantly learning from everything they do
idea of the learning organization became popular largely by
Peter Senge's book The Fifth Discipline
personal mastery
the individual worker who must have personal professional development goals in which to focus energy, and the organization must recognize and nurture these goals.
mental models
the generalization and assumption we use to make sense of the world and how we react to it
developing a shared vision
the organization consciously blends individual aspirations with company goals
team learning
stresses the importance of collaboration, shared dialogue and decision making, and mutual accountability in work groups
systems thinking
integrates the previous four disciplines, acknowledges that organizations are complex systems made of interrelationships
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