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Day 7

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Derek Nicoll
Derek Nicoll
BusinessTechnologie
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PART III: Organizing 7
Learning Outcomes After this class, I will be able to:
[object Object]
[object Object]
[object Object]
[object Object]
[object Object]
[object Object]
[object Object]
[object Object]
[object Object]
[object Object]
What Is Change? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Three Categories of Change Exhibit 7.1
Forces For Change ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Two Views Of The Change Process ,[object Object],[object Object],[object Object],[object Object]
Change in “Calm Waters” ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Change Process Exhibit 7.2
Change In “White-water Rapids” ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Why People Resist Change Exhibit 7.3
Techniques for Reducing Resistance to Change Exhibit 7.4 TECHNIQUE WHEN USED Education and When resistance is due to misinformation communication Participation When resisters have the expertise to make a contribution Facilitation and When resisters are fearful and anxiety-ridden support Negotiation Necessary when resistance comes from a powerful group Manipulation When a powerful group’s cooperation and an endorsement is is needed Coercion When a powerful group’s endorsement is needed
Making Changes In The Organization ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Implementing Planned Changes ,[object Object],[object Object],[object Object],[object Object]
Typical OD Techniques ,[object Object],[object Object],[object Object],[object Object]
Typical OD Techniques (cont’d) ,[object Object],[object Object],[object Object],[object Object]
Stress: The Aftermath Of Organizational Change ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Sources of Stress ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Change, Dilbert Style Exhibit 7.5 Source: DILBERT reprinted by permission of United Feature Syndicate, Inc.
Stressors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Organizational Stressors: Role Demands ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Personality Types ,[object Object],[object Object],[object Object],[object Object]
Symptoms Of Stress ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Reducing Stress ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Stimulating Innovation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Structural Variables Affecting Innovation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Characteristics of an Innovative Culture ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
HR Variables Affecting Innovation ,[object Object],[object Object],[object Object],[object Object]

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Day 7

  • 2. Learning Outcomes After this class, I will be able to:
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  • 14. Three Categories of Change Exhibit 7.1
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  • 18. The Change Process Exhibit 7.2
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  • 20. Why People Resist Change Exhibit 7.3
  • 21. Techniques for Reducing Resistance to Change Exhibit 7.4 TECHNIQUE WHEN USED Education and When resistance is due to misinformation communication Participation When resisters have the expertise to make a contribution Facilitation and When resisters are fearful and anxiety-ridden support Negotiation Necessary when resistance comes from a powerful group Manipulation When a powerful group’s cooperation and an endorsement is is needed Coercion When a powerful group’s endorsement is needed
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  • 28. Change, Dilbert Style Exhibit 7.5 Source: DILBERT reprinted by permission of United Feature Syndicate, Inc.
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