Textbook Notes (362,842)
Canada (158,078)
Business (2,364)
BU288 (264)
Ping Zhang (73)
Chapter 16

Chapter 16 Textbook.docx

6 Pages
Unlock Document

Wilfrid Laurier University
Ping Zhang

Chapter 16: Organizational Change, Development, and Innovation Relationships among environmental change, organizational change, and organizational effectiveness Factors That Can Be Changed: 1) Goals and Strategies - ex. expansion, the introduction of new products, pursuit of new markets 2) Technology - can be minor to major - introduction of online web access is a fairly minor change - moving from an assembly line to flexible manufacturing is a major change 3) Job Design - can redesign individual groups of jobs to offer more or less variety, autonomy, identity , significance, and feedback 4) Structure - can be modified from a functional to a product form or vice versa - formalization and centralization can be manipulated, as can tallness, spans of control and networking 5) Processes - the basic processes by which work is accomplished; some stages of a project might be done concurrently or subsequently 6) Culture - very critical; changing culture helps organizational culture to be strong 7) People - actual content on the membership can be changed, through a revised hiring process for example - done to introduce new blood or to take advantage of the opportunities from more diverse labour - existing membership can be changed in terms of skills and attitudes by various training and developmental methods - a change in one area usually calls for changes in others - changes in goals, strategies, technology, structure, process, job design, and culture almost always require that organizations give serious attention to people changes The Change Process 1. Unfreezing – the recognition that some current state of affairs is unsatisfactory - crises are especially likely to stimulate unfreezing (big lawsuit, unexpected strike etc.) 2. Change – the implementation of a program or plan to move the organization or its members to a more satisfactory state 3. Refreezing – the condition that exists when newly developed behaviours, attitudes, or structures become an enduring part of the organization - the effectiveness of the change can be examined, along with the desirability of extending the change further Organizational Learning – The process through which an organization acquires, develops, and transfers knowledge throughout the organization Two primary methods of organizational learning: 1) Knowledge Acquisition – acquisition, distribution, and interpretation of knowledge that already exists but which is external to the organization 2) Knowledge Development – development of new knowledge that occurs in an organization primarily through dialogue and experience - organizational learning occurs when organizational members interact and share experiences and knowledge, and through the distribution of new knowledge and information throughout the organization Learning Organization – An organization that has systems and processes for creating, acquiring, and transferring knowledge to modify and change its behaviour to reflect new knowledge and insights Key Dimensions that are Critical for a Learning Organization: a) Vision/Support – leaders must communicate a clear vision of the organization’s strategy and goals, in which learning is a critical part and key to organizational success b) Culture – knowledge and information sharing, risk taking, and experimentation are supported, and continuous learning is considered to be a regular part of organizational life c) Learning Systems/Dynamics – employees are challenged to think, solve problems, make decisions, and act according to a systems approach d) Knowledge Management/Infrastructure – establish systems and structures to acquire, code, store and distribute important information and knowledge so that it is available to those who need it Learning organizations are better able to change and transform themselves because of their greater capacity for acquiring and transferring knowledge. The Change Process and Change Problems Issues in the Change Process 1. Diagnosis – The systematic collection of information relevant to impending organizational change - initial diagnosis can supply information that contributes to unfreezing by showing that a problem exists - when unfreezing occurs, further diagnosis can clarify the problem and suggest changes Change Agents – Experts in the application of behavioural science knowledge to organizational diagnosis and change It is very important to have careful diagnosis. Proper
More Less

Related notes for BU288

Log In


Don't have an account?

Join OneClass

Access over 10 million pages of study
documents for 1.3 million courses.

Sign up

Join to view


By registering, I agree to the Terms and Privacy Policies
Already have an account?
Just a few more details

So we can recommend you notes for your school.

Reset Password

Please enter below the email address you registered with and we will send you a link to reset your password.

Add your courses

Get notes from the top students in your class.