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Presentation Slides to Accompany Organizational Behavior   10 th  Edition Don Hellriegel and John W. Slocum, Jr. Chapter 16 —Guiding Organizational Change
Slide 16.1 Learning Objectives for Guiding Organizational Change ,[object Object],[object Object],[object Object],[object Object]
Slide 16.2 Pressures for Change ,[object Object],[object Object],[object Object]
Slide 16.3 Sources of Globalization Pressures ,[object Object],[object Object],[object Object],[object Object]
Slide 16.4 Positive and Negative effects of Information Technology ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Slide 16.5 Primary Changes in the Workforce ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Slide 16.6 Approaches to Change MEANS ECONOMIC ORGANIZATIONAL DEVELOPMENT Purpose Profit Develop employees’ competencies Leadership Focus Motivation Top-down Participative  Structure and strategy Culture Incentives lead performance Incentives lag performance
Slide 16.7 Initiatives Contributing to  Effective Change Management Motivating Change Creating a Vision Developing Political Support Managing the Transition Sustaining Momentum Effective Change  Management Source: Adapted with permission from Cummings, J. G., and Worley, C. G.  Organization Development and Change , 7 th  ed. Cincinnati: South-Western, 2001, 155.
Slide 16.8 Essential Conditions for Carrying Out  Effective Change Programs ,[object Object],[object Object],[object Object]
Slide 16.9 Diagnostic Model of Change Culture Teams Reward Systems Organizational Systems Leadership Organization Design Individuals
Slide 16.10 Employee Readiness for Change Source: Adapted from Zeira, Y., and Avedisian, J. Organizational planned change:  Assessing the chances for success.  Organizational Dynamics , Spring 1989, 37. Perceived Personal Risk from Change Level of Dissatisfaction with the Current  Situation Low Low High High High readiness for change Moderate to indeterminate readiness for change Low readiness for change Moderate to indeterminate readiness for change
Slide 16.11 Sources of Resistance to Change Individual Resistance * Perception * Personality * Habit * Threats to power and influence * Fear of the unknown * Economic reasons Organizational  Resistance * Organization design * Organizational culture * Resource limitations * Fixed investments * Interorganizational agreements Resistance to Change
Slide 16.12 Force Field Analysis Source: Adapted from Zand, D. E.  Force field analysis. In N. Nicholson (ed.),  Blackwell Encyclopedic Dictionary of Organizational Behavior . Oxford, England: Blackwell, 1995, 181. Current level of group performance Desired level of group performance Driving  forces High performance goals New equipment Competition Employees with new skills Desire for increased influence and rewards Group norms for output Familiarity with present equipment Complacency Need to learn new skills Fear of reduced  influence and rewards Resisting  forces
Slide 16.13 Lewin’s Three-Step Change Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Slide 16.14 Components of Successful Methods for Overcoming Resistance to Change ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Slide 16.15 The Team Performance Curve Potential team Real team High-performance team Working group TEAM EFFECTIVENESS Low High Low High PERFORMANCE IMPACT Source: Adapted from Katzenbach, J. R., and Smith, D. K.  The Wisdom  of Teams . Boston: Harvard Business School Press, 1993, 84.
Slide 16.16 Team Building Activities ,[object Object],[object Object],[object Object],[object Object]
Slide 16.17 Issues Addressed by Successful Cultural Change ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Slide 16.18 Ethical Issues in Organizational Change ,[object Object],[object Object],[object Object],[object Object]

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Ch16

  • 1. Presentation Slides to Accompany Organizational Behavior 10 th Edition Don Hellriegel and John W. Slocum, Jr. Chapter 16 —Guiding Organizational Change
  • 2.
  • 3.
  • 4.
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  • 7. Slide 16.6 Approaches to Change MEANS ECONOMIC ORGANIZATIONAL DEVELOPMENT Purpose Profit Develop employees’ competencies Leadership Focus Motivation Top-down Participative Structure and strategy Culture Incentives lead performance Incentives lag performance
  • 8. Slide 16.7 Initiatives Contributing to Effective Change Management Motivating Change Creating a Vision Developing Political Support Managing the Transition Sustaining Momentum Effective Change Management Source: Adapted with permission from Cummings, J. G., and Worley, C. G. Organization Development and Change , 7 th ed. Cincinnati: South-Western, 2001, 155.
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  • 10. Slide 16.9 Diagnostic Model of Change Culture Teams Reward Systems Organizational Systems Leadership Organization Design Individuals
  • 11. Slide 16.10 Employee Readiness for Change Source: Adapted from Zeira, Y., and Avedisian, J. Organizational planned change: Assessing the chances for success. Organizational Dynamics , Spring 1989, 37. Perceived Personal Risk from Change Level of Dissatisfaction with the Current Situation Low Low High High High readiness for change Moderate to indeterminate readiness for change Low readiness for change Moderate to indeterminate readiness for change
  • 12. Slide 16.11 Sources of Resistance to Change Individual Resistance * Perception * Personality * Habit * Threats to power and influence * Fear of the unknown * Economic reasons Organizational Resistance * Organization design * Organizational culture * Resource limitations * Fixed investments * Interorganizational agreements Resistance to Change
  • 13. Slide 16.12 Force Field Analysis Source: Adapted from Zand, D. E. Force field analysis. In N. Nicholson (ed.), Blackwell Encyclopedic Dictionary of Organizational Behavior . Oxford, England: Blackwell, 1995, 181. Current level of group performance Desired level of group performance Driving forces High performance goals New equipment Competition Employees with new skills Desire for increased influence and rewards Group norms for output Familiarity with present equipment Complacency Need to learn new skills Fear of reduced influence and rewards Resisting forces
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  • 16. Slide 16.15 The Team Performance Curve Potential team Real team High-performance team Working group TEAM EFFECTIVENESS Low High Low High PERFORMANCE IMPACT Source: Adapted from Katzenbach, J. R., and Smith, D. K. The Wisdom of Teams . Boston: Harvard Business School Press, 1993, 84.
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