The document discusses various concepts related to organization change and planning including: 1) It describes the nature of organization change and discusses forces for change like external pressures and internal responses. 2) It outlines Lewin's three step change process of unfreezing, implementing change, and refreezing to make changes permanent. 3) It discusses reasons for resistance to change like uncertainty and threats to interests, and ways to overcome resistance like participation and communication.

2. Certification Study Group Managing Change

7. Steps in the Change Process A Comprehensive Approach to Change Establishment of goals for the change Recognition of the need for change Evaluation and follow-up Diagnosis of relevant variables Planning for implementation of the change Selection of appropriate change technique Actual implementation

8. Reasons for Resistance to Change Barney, Jay B. and Ricky W. Griffin, The Management of Organizations . Copyright © 1992 by Houghton Mifflin Company. Used with permissions.

10. Overcoming Resistance to Change in Organizations Barney, Jay B. and Ricky W. Griffin, The Management of Organizations . Copyright © 1992 by Houghton Mifflin Company. Used with permissions.

14. Certification Study Group Logical Thinking Patters

20. Certification Study Group Organizational Planning

22. Planning by Organizational Level Strategic Tactical Operational

28. Formulation and Implementation Across Strategic Alternatives Corporate Strategy Formulation Decisions about which markets to compete in Business Strategy Formulation Decisions about how to compete in each market Functional Strategy Formulation Decisions about how to address each function within the organization Implementation Carrying out the functional-level strategies chosen for each business function Implementation Carrying out the business-level strategies chosen for each business Implementation Competing in the markets via existing operations, mergers, acquisitions, new ventures, divestitures

32. Using a SWOT Analysis to Formulate Strategy … An Example Opportunities High growth in market for low-cost lodging Strengths Solid hotel business Solid food services Weaknesses Poor performance in cruise ship, travel agency, and theme parks Weak cash position Threats Low growth in the market for high-cost lodging Environmental Analysis Organizational Analysis

48. The BCG Matrix Source: Perspectives, No. 66, “The Product Portfolio,” Adapted by permission from The Boston Consulting Group, Inc., 1970. Relative market share Cash cows Dogs High Low High Low Question marks Stars Market growth rate

52. The GE Business Screen In general, the more attractive the industry and the more competitive the position, the more an organization should invest in a business. Competitive position Low Winner Medium High Good Competitive position 1. Market share 2. Technological know-how 3. Product quality 4. Service network 5. Price competitiveness 6. Operating costs Industry attractiveness 1. Market growth 2. Market size 3. Capital requirements 4. Competitive intensity Poor Medium Winner Profit producer Winner Average business Loser Question mark Loser Loser Industry growth rate

57. The Contingency Planning Process - An Ongoing Process Action Point 1: Action Point 2: Action Point 3: Action Point 4: Develop plans, considering contingency events Implement plans and formally identify contingency events Specify contingency event indicators and develop plans for each event Successfully complete each plan or contingency plan