This document summarizes key points about organizational change from a chapter in an organizational theory textbook. It defines organizational change as moving from the present state to a desired future state to increase effectiveness. It discusses targets of change including human resources, functional resources, technological capabilities, and organizational capabilities. It also outlines forces that drive change like competition as well as resistances to change like inertia, power struggles, and uncertainty. Finally, it describes different types of evolutionary and revolutionary change and models for managing change like action research.

1. Organizational Theory, Design, and Change Sixth Edition Gareth R. Jones Chapter 10 Types and Forms of Organizational Change

17. Figure 10.1: Forces for and Resistances to Change

19. Figure 10.2: Levin's Force-Field Theory of Change

25. Figure 10.3: The Use of Flexible Work Teams to Assemble Cars

29. Figure 10.4: Improving Integration in Functional Structure in Creating a Materials Management Function

33. Figure 10.5: Levin's Three-Step Change Process

34. Figure 10-6: Steps in Action Research