MGMT20001 : Organisational Behaviour Change Models

• School: University of Melbourne
• Department: Management
• Course: MGMT20001
• Professor: All

Document Summary

Problems with employee performance expectancy, family size, etc. Technological factors: digital technology, level of r&d efforts. The things to change: power, culture, structure. Problems with internal processes (decision making, operational efficiency and cumbersome procedures) Makes the most of existing structure and management (maintains company framework) The right knowledge (understanding of the business) The right skills (how skilled is the person in question in managing change?) The two criteria suggested in evaluating resistance to change are: Level of dissatisfaction with the current situation (willingness to change the status quo) People can make it difficult (people voice their dissatisfaction with change) Processes can make it difficult (bureaucratic features support stability, harder to change) Culture can make it difficult (cultures tend to normalise", meaning it is hard to change perspective) Participation: making employees feel part of the change. Show the employees that the change is real. Rites of passage (new, formal rituals to enforce change)