Textbook notes-Chapter 16-Organizational Change, Development and Innovation

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University of Toronto Scarborough
Management (MGH)
Andrew Davidson

CHAPTER 16: ORGANIZATIONAL CHANGE, DEVELOPMENT, AND INNOVATION THE CONCEPT OF ORGANIZATIONAL CHANGE Why organizations must change: - all organizations face basic sources of pressure to change 0 external sources and internal sources internal environment - low productivity, conflict, strikes, sabotage, high absenteeism and turnover - sometimes, when a threat is perceived, organization unfreeze, scan the environment for solutions, and use the threat as a motivator for change - change always entails some investment of resources , money or time - organizations in a dynamic environment must generally show more change to be effective than those operating in a more stable environment What organizations can change 1) goals and strategies ex. expansion, and the pursuit of market 2) technology 3) structure - functional etc - formalization and centralization can be manipulated, tallness, spans of control, networking - structural changes include modification in rules, policies, procedures 4) process - concurrently rather than sequentially 5) culture - most mp changes - considered a fundamental aspect of organizational change 6) people i) actual content of membership (hiring) ii) exiting membership can be changed in terms of skills and attitudes by various training and development methods 1) a change in one area often calls for changes in others - failure to recognize this systemic nature of change can lead to severe problems 2)changes in goals, strategies, tech, structure, process, job design, and culture, almost always require that organization give serious attentions ppl changes - as much as possible, necessary skills, and favourable attitudes, should be fostered before these changes are introduced 3) change require employees to learn new skills and change their attitudes - but for ppl to learn, organizations must also learn 1 www.notesolution.com
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