COMM 292 Chapter Notes - Chapter 14: Learning Organization

78 views3 pages
Published on 14 Apr 2013
School
UBC
Department
Commerce
Course
COMM 292
COMM 292: Organizational Behaviour
Chapter 14
What Causes Change?
The changing nature of the workforce
o Human resource policies and practices have to change to reflect the needs of an aging
labour force
Technology is changing jobs and organizations
Economic shocks have continued to impose changes on organizations
Competition is changing with globalization and better transportation
Social trends don't remain static, and continually change with time
Change Agents:
People who act as catalysts and assume the responsibility for managing change activities
Approaches to Managing Change
Lewin's Three-Step Model:
Unfreezing: change efforts to overcome the pressures of both individual resistance and
group conformity
Moving: efforts to get employees involved in change process
Refreezing: stabilizing a change intervention by balancing driving and restraining forces
Driving forces: forces that direct behaviour away from the status quo
Restraining forces: forces that hinder movement away from the status quo
Kotter's Eight-Step Plan for Implementing Change:
1. Establish a sense of urgency by creating a compelling reason for why change is needed
2. Form a coalition with enough power to lead the change
3. Create a new vision to direct the change and strategies for achieving the vision
4. Communicate the vision throughout the organization
5. Empower others to act on the vision by removing barriers to change and encouraging risk-
taking and creative problem-solving
6. Plan for, create, and reward short-term wins that move the organization toward the new
vision
7. Consolidate improvements, reassess changes, and make necessary adjustments in the new
programs
8. Reinforce the changes by demonstrating the relationship between new behaviours and
organizational success
Action Research:
A change process based on the systematic collection of data and then selection of a change
action based on what the analyzed data indicate
o Two step process, first diagnosis followed by analysis and feedback
Appreciative Inquiry:
An approach to change that seeks to identify the unique qualities and special strengths of an
organization, which can then be built on to improve performance
Unlock document

This preview shows page 1 of the document.
Unlock all 3 pages and 3 million more documents.

Already have an account? Log in

Document Summary

Chapter 14: human resource policies and practices have to change to reflect the needs of an aging labour force. Economic shocks have continued to impose changes on organizations. Competition is changing with globalization and better transportation. Social trends don"t remain static, and continually change with time. People who act as catalysts and assume the responsibility for managing change activities. Unfreezing: change efforts to overcome the pressures of both individual resistance and group conformity. Moving: efforts to get employees involved in change process. Refreezing: stabilizing a change intervention by balancing driving and restraining forces. Driving forces: forces that direct behaviour away from the status quo. Restraining forces: forces that hinder movement away from the status quo. A change process based on the systematic collection of data and then selection of a change action based on what the analyzed data indicate: two step process, first diagnosis followed by analysis and feedback.

Get OneClass Grade+

Unlimited access to all notes and study guides.

YearlyMost Popular
75% OFF
$9.98/m
Monthly
$39.98/m
Single doc
$39.98

or

You will be charged $119.76 upfront and auto renewed at the end of each cycle. You may cancel anytime under Payment Settings. For more information, see our Terms and Privacy.
Payments are encrypted using 256-bit SSL. Powered by Stripe.