This document summarizes key concepts from Chapter 16 of the textbook Organizational Behavior. It discusses organizational change as either transformational, resulting in major overhauls, or incremental and continuous. Planned change involves identifying performance gaps and implementing strategies like education and participation to manage resistance. Innovation requires strategies and cultures committed to new ideas, as well as structures that support innovation. Stress in changing environments stems from work and life demands, and can impact performance and health, so prevention and management techniques are important.
This document summarizes key points from Chapter 1 of the textbook "Organizational Behavior". It discusses 4 study questions: 1) what is organizational behavior and why it is important; 2) what organizations are like as work settings; 3) the nature of managerial work; and 4) how we learn about organizational behavior. For each question, it lists several bullet points addressing topics like the definition of organizational behavior, characteristics of organizations, managerial responsibilities, and methods of learning about human behavior in professional settings.
This document contains lecture notes on organizational behavior at the individual level from Dr. Chanakya P Rijal of Nepal College of Management. It covers topics like attitude, perception, personality, learning, and motivation. The notes define key concepts, discuss theoretical perspectives, and outline factors that influence individual attributes in organizational settings. It provides an overview of the key topics to be addressed in this unit of study on organizational psychology at the individual level.
The document discusses theories of organizational change including Lewin's three-stage theory of change (unfreezing, moving, refreezing) and Lippitt's seven stages of change. It also discusses principles of organizational change including the principle of self-creation and binary modes of existence. Resistance to change is discussed as being caused by the energy required to adapt or resist change and the uncertainty about outcomes of change initiatives. Planned change is described as occurring in three stages - unfreezing, moving, and refreezing.
This document discusses resistance to organizational change. It defines resistance to change and describes the types of resistance including blind, political, and ideological resistance. It then discusses the rationale for resistance, sources of resistance at the individual and organizational level, causes of resistance, and stages of resistance. The document also notes some benefits of resistance and describes ways to reduce resistance through communication, participation, support, and addressing personal concerns. It provides strategies for overcoming resistance and making change permanent through leadership, rewards, and employee concern.
Mezirow's Perspective Transformation and its relevance to group dynamics in a competitve work environment. Wilfred Bion's work is examined as a complement to Mezirow's thoughts.
The document discusses several models of organizational change including Lewin's 3-stage model of change (unfreezing, changing, and refreezing), Leavitt's model focusing on four subsystems that change can impact, and Huse's 7-stage model expanding on Lewin's model. It also discusses sources of resistance to change, types of resistance, strategies for lessening resistance like leadership and clear communication, and a 4-stage process for dealing with resistance involving understanding different people's perspectives.
Kurt Lewin's Force Field Theory is a tool for analyzing and managing change. It identifies driving and restraining forces that influence a situation. The procedure involves 6 steps: 1) defining the problem, 2) setting a change objective, 3) identifying driving forces that support change, 4) identifying restraining forces against change, 5) developing a strategy to strengthen driving forces and weaken restraining forces, and 6) considering unintended consequences of altering forces. Lewin's model also has 3 steps - unfreezing the current situation, moving to the desired new situation, and refreezing to stabilize the new situation.
This document summarizes key concepts from Chapter 8 of the textbook Organizational Behavior. It discusses goal setting, performance appraisal, compensation and rewards, and human resource development. For goal setting, it describes guidelines for effective goal setting and potential problems with management by objectives approaches. For performance appraisal, it outlines purposes, methods, dimensions, and ways to reduce errors. Compensation and rewards are discussed, including pay, creative pay practices, and intrinsic rewards. Finally, it summarizes human resource development functions like job analysis, recruitment, selection, training, and achieving person-job fit.
This document summarizes key points from Chapter 1 of the textbook "Organizational Behavior". It discusses 4 study questions: 1) what is organizational behavior and why it is important; 2) what organizations are like as work settings; 3) the nature of managerial work; and 4) how we learn about organizational behavior. For each question, it lists several bullet points addressing topics like the definition of organizational behavior, characteristics of organizations, managerial responsibilities, and methods of learning about human behavior in professional settings.
This document contains lecture notes on organizational behavior at the individual level from Dr. Chanakya P Rijal of Nepal College of Management. It covers topics like attitude, perception, personality, learning, and motivation. The notes define key concepts, discuss theoretical perspectives, and outline factors that influence individual attributes in organizational settings. It provides an overview of the key topics to be addressed in this unit of study on organizational psychology at the individual level.
The document discusses theories of organizational change including Lewin's three-stage theory of change (unfreezing, moving, refreezing) and Lippitt's seven stages of change. It also discusses principles of organizational change including the principle of self-creation and binary modes of existence. Resistance to change is discussed as being caused by the energy required to adapt or resist change and the uncertainty about outcomes of change initiatives. Planned change is described as occurring in three stages - unfreezing, moving, and refreezing.
This document discusses resistance to organizational change. It defines resistance to change and describes the types of resistance including blind, political, and ideological resistance. It then discusses the rationale for resistance, sources of resistance at the individual and organizational level, causes of resistance, and stages of resistance. The document also notes some benefits of resistance and describes ways to reduce resistance through communication, participation, support, and addressing personal concerns. It provides strategies for overcoming resistance and making change permanent through leadership, rewards, and employee concern.
Mezirow's Perspective Transformation and its relevance to group dynamics in a competitve work environment. Wilfred Bion's work is examined as a complement to Mezirow's thoughts.
The document discusses several models of organizational change including Lewin's 3-stage model of change (unfreezing, changing, and refreezing), Leavitt's model focusing on four subsystems that change can impact, and Huse's 7-stage model expanding on Lewin's model. It also discusses sources of resistance to change, types of resistance, strategies for lessening resistance like leadership and clear communication, and a 4-stage process for dealing with resistance involving understanding different people's perspectives.
Kurt Lewin's Force Field Theory is a tool for analyzing and managing change. It identifies driving and restraining forces that influence a situation. The procedure involves 6 steps: 1) defining the problem, 2) setting a change objective, 3) identifying driving forces that support change, 4) identifying restraining forces against change, 5) developing a strategy to strengthen driving forces and weaken restraining forces, and 6) considering unintended consequences of altering forces. Lewin's model also has 3 steps - unfreezing the current situation, moving to the desired new situation, and refreezing to stabilize the new situation.
This document summarizes key concepts from Chapter 8 of the textbook Organizational Behavior. It discusses goal setting, performance appraisal, compensation and rewards, and human resource development. For goal setting, it describes guidelines for effective goal setting and potential problems with management by objectives approaches. For performance appraisal, it outlines purposes, methods, dimensions, and ways to reduce errors. Compensation and rewards are discussed, including pay, creative pay practices, and intrinsic rewards. Finally, it summarizes human resource development functions like job analysis, recruitment, selection, training, and achieving person-job fit.
This document summarizes key points from Chapter 9 of the textbook "Organizational Behavior, 9/E" by Schermerhorn, Hunt, and Osborn. It addresses the study questions about the nature of groups in organizations, the stages of group development, and the foundations of group performance. The summary discusses how groups form, develop through stages including forming, storming, norming, and performing, and how their performance relies on appropriate goals, rewards, and resources as well as task complexity. Formal and informal groups within organizations are also described.
This document summarizes key points from Chapter 19 of the textbook Organizational Behavior. It discusses organizational culture, how to understand culture, managing culture, and using organizational development to improve firms. Specifically, it defines culture, describes how to analyze it using sagas, rituals, symbols, and shared values. It also outlines strategies to build, change, and reinforce culture as well as potential mistakes managers can make. Finally, it defines organizational development and describes interventions like surveys, meetings, and job redesign that can be used to improve external adaptation and internal integration.
This document summarizes key concepts from Chapter 12 of the textbook "Organizational Behavior" regarding power, influence, obedience, authority, empowerment, and organizational politics. It discusses the different types of power and influence in organizations, how power is derived from both formal positions and personal attributes. It also examines how obedience to authority is influenced by factors like understanding directives and a subordinate's zone of indifference. The document defines empowerment and challenges of changing power structures. Finally, it outlines different views of organizational politics and how political strategies can be used to influence relationships within an organization.
This document summarizes key points from Chapter 5 of the textbook "Organizational Behavior". It addresses four study questions: 1) The perception process involves selecting, organizing, interpreting and responding to information. 2) Common perceptual distortions include stereotypes, halo effects, selective perception, projection, contrast effects, and self-fulfilling prophecies. 3) Perceptions can be managed through impression management and distortion management. 4) Attribution theory focuses on how people explain events and evaluate those involved, including internal vs. external attributions and biases like the fundamental attribution error and self-serving bias.
This document contains study questions and answers about organizational behavior from Chapter 3 of the textbook Organizational Behavior, 9th Edition. The chapter discusses the significance of globalization for organizational behavior, the concept of culture and cultural differences, how cultural diversity affects people at work, and a global view of organizational learning. Key points include how globalization has increased cultural diversity and job migration worldwide, the impact of multinational corporations, and the importance of understanding cultural differences to avoid parochialism or ethnocentrism.
This document summarizes key points from Chapter 18 of the textbook Organizational Behavior. It addresses 4 study questions: 1) What is organizational design and how is it linked to strategy? 2) What is information technology and how is it used? 3) Can the design of a firm co-evolve with its environment? 4) How does a firm learn and continue to learn over time? The summary provides an overview of organizational design concepts, the role of information technology, environmental factors, and mechanisms for organizational learning.
The document provides details on Disney's mission statement: "We create happiness by providing the finest in entertainment for people of all ages, everywhere." It explains that Disney is one of the most successful companies in the world and their mission is to create happiness through high-quality entertainment for all people. Additional resources are provided to help write effective mission statements and business documents.
1. Organizational behavior is the study of human behavior in organizations. It examines how individuals and groups behave in organizational settings and how organizations manage their environments.
2. High-performance organizations value and empower people, use technology to achieve success, and thrive on learning. They are achievement-, quality-, and customer-oriented.
3. Managing diversity well increases human capital by ensuring effective utilization of all employees and considering how behaviors affect diversity. A diversity mature organization respects differences among people.
1) Organizational behavior is the study of human behavior in organizations. It is a multidisciplinary field that examines individual and group behavior as well as organizational dynamics and processes.
2) Organizations function as work settings where people collaborate to achieve common goals. Organizations have missions, strategies, stakeholders, and cultures that influence behavior.
3) Managerial work involves coordinating and supporting the work of others. Effective managers achieve goals while maintaining commitment and enthusiasm among members.
Organizationalbehavior 638slidespresentation-090903124620-phpapp02Mubashir Abbas
Organizational behavior is the study of human behavior in organizations. It is a multidisciplinary field that examines individual and group behavior as well as organizational dynamics. Understanding organizational behavior is important for workplace success as it involves respecting people, understanding human behavior in complex systems, and embracing change. Organizations must balance high performance with employee well-being while respecting diversity and ethics.
This document summarizes key points from Chapter 6 of the textbook Organizational Behavior. It discusses motivation theories including content, process, and reinforcement theories. Content theories suggest motivation comes from satisfying individual needs. Process theories focus on cognitive thought processes. Reinforcement theories emphasize controlling behavior through consequences. The summary provides overviews of expectancy theory, equity theory, reinforcement, positive reinforcement, and potential ethical issues with reinforcement.
This PowerPoint presentation summarizes key points from Chapter 18 of a management textbook. It addresses the challenges of strategic leadership and innovation, the nature of organizational change, how to manage planned organizational change, what organization development is, and how to manage stress in a change environment. The presentation contains definitions, descriptions, figures and study questions to accompany the chapter.
Book: Organizational Behavior
ed.: 15
Authors: Stephen P. Robbins & Timothy A. Judge
2013
This is the last chapter of OB which is chapter 18.
Be Honest, Learn well, and Be an inspiration to all people.
This document is an introductory chapter on organizational behavior. It discusses key topics like what organizational behavior is, how we learn about it, the nature of organizations and managerial work, and how ethics influences behavior. Specifically, it defines organizational behavior as the study of individuals and groups in organizations. It notes the importance of diversity, learning, and scientific foundations. It describes organizations as systems transforming inputs to outputs. It outlines managerial roles like planning, organizing, and leading, as well as important skills. Finally, it discusses ethical dilemmas, social responsibility, and work-life balance.
The document summarizes key concepts from Chapter 15 of the textbook Organizational Behavior. It discusses conflict, how conflict can be managed successfully through various strategies like collaboration and compromise, defines negotiation, and describes different negotiation strategies like distributive and integrative approaches. It also outlines third party roles that can assist in negotiations, like mediation and arbitration.
This document summarizes key points from Chapter 2 of the textbook "Organizational Behavior". It defines high-performance organizations as those that value people and empower employees. It also discusses managing a diverse workforce, the influence of ethics on workplace behavior, and transitions in the modern workplace like globalization and personal career management. The chapter questions cover topics like defining high-performance, multiculturalism, the role of ethics, and organizational changes.
This document summarizes key concepts around organizational change and stress management. It defines organizational change and identifies forces that drive change. It also discusses approaches to managing change, including Lewin's three-step model and Kotter's eight-step plan. Additionally, it defines work stress, identifies potential stress sources, and compares individual and organizational approaches to managing stress. Finally, it discusses global implications of change and stress management.
This document summarizes key concepts around organizational change and stress management. It discusses common forces driving organizational change like changing demographics, technology advancements, and economic/social trends. It also outlines several models of planned organizational change, including Lewin's three-step model of unfreezing, changing, and refreezing. Resistance to change is discussed along with tactics for overcoming it. Organizational development techniques to facilitate change are presented, like sensitivity training, survey feedback, and team building. Creating learning organizations that can adapt to constant change is also addressed.
The document discusses organizational change in schools and describes them as open systems. It identifies key characteristics of open systems including importing energy, throughput, output, feedback loops, and homeostasis. Sources of pressure for organizational change in schools are also listed such as government intervention, societal values, and technological advances. Methods for reducing resistance to change include participation, communication, support from leadership, rewards, planning, and coercion. Approaches to change at the individual level involve job enrichment, laboratory training, and behavior modification. Group-based approaches include role analysis, intergroup problem solving, process consultation, survey feedback, and strategic planning.
This document discusses organizational change and stress management. It begins by defining change and describing various forces that drive change in organizations, such as changes in technology, competition, and social trends. It then discusses planned (intentional) change and why it is important for organizations to manage change effectively. Some key aspects of planned change discussed include creating a culture for change, stimulating innovation, and establishing a learning organization. The document also summarizes Lewin's 3-step change model of unfreezing, changing, and refreezing. Finally, it covers organizational stress and consequences of stress at the individual and organizational level, as well as approaches to managing stress.
Introduction to Organizational Culture And Organizational ChangePadum Chetry
Organizational culture refers to the basic assumptions, values, and behaviors that are shared by members of an organization. An organization's culture is shaped by both internal factors like employees and leadership as well as external factors like clients and competition. A strong organizational culture is characterized by intensely held and widely shared core values. Managing resistance to change involves approaches like education, participation, negotiation, and coercion as a last resort. Organizational change is necessary to adapt to internal and external environmental changes but requires training managers to effectively lead their teams through the change process.
This document summarizes key points from Chapter 9 of the textbook "Organizational Behavior, 9/E" by Schermerhorn, Hunt, and Osborn. It addresses the study questions about the nature of groups in organizations, the stages of group development, and the foundations of group performance. The summary discusses how groups form, develop through stages including forming, storming, norming, and performing, and how their performance relies on appropriate goals, rewards, and resources as well as task complexity. Formal and informal groups within organizations are also described.
This document summarizes key points from Chapter 19 of the textbook Organizational Behavior. It discusses organizational culture, how to understand culture, managing culture, and using organizational development to improve firms. Specifically, it defines culture, describes how to analyze it using sagas, rituals, symbols, and shared values. It also outlines strategies to build, change, and reinforce culture as well as potential mistakes managers can make. Finally, it defines organizational development and describes interventions like surveys, meetings, and job redesign that can be used to improve external adaptation and internal integration.
This document summarizes key concepts from Chapter 12 of the textbook "Organizational Behavior" regarding power, influence, obedience, authority, empowerment, and organizational politics. It discusses the different types of power and influence in organizations, how power is derived from both formal positions and personal attributes. It also examines how obedience to authority is influenced by factors like understanding directives and a subordinate's zone of indifference. The document defines empowerment and challenges of changing power structures. Finally, it outlines different views of organizational politics and how political strategies can be used to influence relationships within an organization.
This document summarizes key points from Chapter 5 of the textbook "Organizational Behavior". It addresses four study questions: 1) The perception process involves selecting, organizing, interpreting and responding to information. 2) Common perceptual distortions include stereotypes, halo effects, selective perception, projection, contrast effects, and self-fulfilling prophecies. 3) Perceptions can be managed through impression management and distortion management. 4) Attribution theory focuses on how people explain events and evaluate those involved, including internal vs. external attributions and biases like the fundamental attribution error and self-serving bias.
This document contains study questions and answers about organizational behavior from Chapter 3 of the textbook Organizational Behavior, 9th Edition. The chapter discusses the significance of globalization for organizational behavior, the concept of culture and cultural differences, how cultural diversity affects people at work, and a global view of organizational learning. Key points include how globalization has increased cultural diversity and job migration worldwide, the impact of multinational corporations, and the importance of understanding cultural differences to avoid parochialism or ethnocentrism.
This document summarizes key points from Chapter 18 of the textbook Organizational Behavior. It addresses 4 study questions: 1) What is organizational design and how is it linked to strategy? 2) What is information technology and how is it used? 3) Can the design of a firm co-evolve with its environment? 4) How does a firm learn and continue to learn over time? The summary provides an overview of organizational design concepts, the role of information technology, environmental factors, and mechanisms for organizational learning.
The document provides details on Disney's mission statement: "We create happiness by providing the finest in entertainment for people of all ages, everywhere." It explains that Disney is one of the most successful companies in the world and their mission is to create happiness through high-quality entertainment for all people. Additional resources are provided to help write effective mission statements and business documents.
1. Organizational behavior is the study of human behavior in organizations. It examines how individuals and groups behave in organizational settings and how organizations manage their environments.
2. High-performance organizations value and empower people, use technology to achieve success, and thrive on learning. They are achievement-, quality-, and customer-oriented.
3. Managing diversity well increases human capital by ensuring effective utilization of all employees and considering how behaviors affect diversity. A diversity mature organization respects differences among people.
1) Organizational behavior is the study of human behavior in organizations. It is a multidisciplinary field that examines individual and group behavior as well as organizational dynamics and processes.
2) Organizations function as work settings where people collaborate to achieve common goals. Organizations have missions, strategies, stakeholders, and cultures that influence behavior.
3) Managerial work involves coordinating and supporting the work of others. Effective managers achieve goals while maintaining commitment and enthusiasm among members.
Organizationalbehavior 638slidespresentation-090903124620-phpapp02Mubashir Abbas
Organizational behavior is the study of human behavior in organizations. It is a multidisciplinary field that examines individual and group behavior as well as organizational dynamics. Understanding organizational behavior is important for workplace success as it involves respecting people, understanding human behavior in complex systems, and embracing change. Organizations must balance high performance with employee well-being while respecting diversity and ethics.
This document summarizes key points from Chapter 6 of the textbook Organizational Behavior. It discusses motivation theories including content, process, and reinforcement theories. Content theories suggest motivation comes from satisfying individual needs. Process theories focus on cognitive thought processes. Reinforcement theories emphasize controlling behavior through consequences. The summary provides overviews of expectancy theory, equity theory, reinforcement, positive reinforcement, and potential ethical issues with reinforcement.
This PowerPoint presentation summarizes key points from Chapter 18 of a management textbook. It addresses the challenges of strategic leadership and innovation, the nature of organizational change, how to manage planned organizational change, what organization development is, and how to manage stress in a change environment. The presentation contains definitions, descriptions, figures and study questions to accompany the chapter.
Book: Organizational Behavior
ed.: 15
Authors: Stephen P. Robbins & Timothy A. Judge
2013
This is the last chapter of OB which is chapter 18.
Be Honest, Learn well, and Be an inspiration to all people.
This document is an introductory chapter on organizational behavior. It discusses key topics like what organizational behavior is, how we learn about it, the nature of organizations and managerial work, and how ethics influences behavior. Specifically, it defines organizational behavior as the study of individuals and groups in organizations. It notes the importance of diversity, learning, and scientific foundations. It describes organizations as systems transforming inputs to outputs. It outlines managerial roles like planning, organizing, and leading, as well as important skills. Finally, it discusses ethical dilemmas, social responsibility, and work-life balance.
The document summarizes key concepts from Chapter 15 of the textbook Organizational Behavior. It discusses conflict, how conflict can be managed successfully through various strategies like collaboration and compromise, defines negotiation, and describes different negotiation strategies like distributive and integrative approaches. It also outlines third party roles that can assist in negotiations, like mediation and arbitration.
This document summarizes key points from Chapter 2 of the textbook "Organizational Behavior". It defines high-performance organizations as those that value people and empower employees. It also discusses managing a diverse workforce, the influence of ethics on workplace behavior, and transitions in the modern workplace like globalization and personal career management. The chapter questions cover topics like defining high-performance, multiculturalism, the role of ethics, and organizational changes.
This document summarizes key concepts around organizational change and stress management. It defines organizational change and identifies forces that drive change. It also discusses approaches to managing change, including Lewin's three-step model and Kotter's eight-step plan. Additionally, it defines work stress, identifies potential stress sources, and compares individual and organizational approaches to managing stress. Finally, it discusses global implications of change and stress management.
This document summarizes key concepts around organizational change and stress management. It discusses common forces driving organizational change like changing demographics, technology advancements, and economic/social trends. It also outlines several models of planned organizational change, including Lewin's three-step model of unfreezing, changing, and refreezing. Resistance to change is discussed along with tactics for overcoming it. Organizational development techniques to facilitate change are presented, like sensitivity training, survey feedback, and team building. Creating learning organizations that can adapt to constant change is also addressed.
The document discusses organizational change in schools and describes them as open systems. It identifies key characteristics of open systems including importing energy, throughput, output, feedback loops, and homeostasis. Sources of pressure for organizational change in schools are also listed such as government intervention, societal values, and technological advances. Methods for reducing resistance to change include participation, communication, support from leadership, rewards, planning, and coercion. Approaches to change at the individual level involve job enrichment, laboratory training, and behavior modification. Group-based approaches include role analysis, intergroup problem solving, process consultation, survey feedback, and strategic planning.
This document discusses organizational change and stress management. It begins by defining change and describing various forces that drive change in organizations, such as changes in technology, competition, and social trends. It then discusses planned (intentional) change and why it is important for organizations to manage change effectively. Some key aspects of planned change discussed include creating a culture for change, stimulating innovation, and establishing a learning organization. The document also summarizes Lewin's 3-step change model of unfreezing, changing, and refreezing. Finally, it covers organizational stress and consequences of stress at the individual and organizational level, as well as approaches to managing stress.
Introduction to Organizational Culture And Organizational ChangePadum Chetry
Organizational culture refers to the basic assumptions, values, and behaviors that are shared by members of an organization. An organization's culture is shaped by both internal factors like employees and leadership as well as external factors like clients and competition. A strong organizational culture is characterized by intensely held and widely shared core values. Managing resistance to change involves approaches like education, participation, negotiation, and coercion as a last resort. Organizational change is necessary to adapt to internal and external environmental changes but requires training managers to effectively lead their teams through the change process.
Lesson 11. Change and Resistance.ppt lesson.pptAliceNjoroge6
Change in an organization refers to the process of modifying existing methods, strategies, or structures to adapt to internal or external influences. It’s a necessary aspect of organizational growth and survival, as it allows for adaptation to market shifts, technological advancements, and evolving customer needs. Change can be incremental or transformational, ranging from minor procedural adjustments to major strategic overhauls.
ORGANISATIONAL CHANGE & STRESS MANAGEMENT
-Managing Planned change
-Resistance to change
-Overcoming resistance to change
-Politics of change
-Lewin's Three Step Change Model
-Action Research
-Organisational Development
-OD Techniques
-Change issues for today's Managers
Technology in workplace
Stimulating Innovation
Creating & managing a learning organisation
Culture-Bond in organisation
-Work Stress & its management
-Types of stress
-Demand-Resources Model of Stress
-Potential Sources of Stress
-Consequences of Stress
-Not all Stress is Bad
-Burnout
-Stress v/s Burnout
-Managing stress
-Global Implications
-Summary & Managerial Implications
-How to Manage stress.
This document discusses organizational behavior and motivation. It begins by outlining 5 study questions on motivation: what motivation is, types of individual needs, process theories of motivation, the role of reinforcement, and challenges of motivation in the new workplace. It then provides detailed explanations and examples for each study question. The key theories of motivation discussed include Maslow's hierarchy of needs, ERG theory, equity theory, expectancy theory, goal-setting theory, and reinforcement theory. Managerial implications for applying these theories are also outlined.
organizational change and stress managementShaheen kousar
Organizational change can be caused by factors like new technology, economic conditions, and increased competition. Planned change involves intentional, goal-oriented activities managed by change agents. Resistance to change stems from employees perceiving threats from changes. Managing resistance involves education, participation, building support, fair implementation, and addressing underlying causes of resistance. Creating a culture of innovation and a learning organization can help an organization embrace necessary changes. Both individual and organizational approaches are needed to effectively manage work stress.
This document summarizes key points from Chapter 10 of the textbook Organizational Behavior. It addresses 4 study questions about the nature of teams and teamwork, what team building is, how team building improves performance, and how teams contribute to the high-performance workplace. The summary provides definitions of teams and teamwork, describes different types of teams and characteristics of effective teams. It also outlines approaches to team building and how it can help teams through various development stages.
DHL's mission statement expresses its goal of providing the highest quality express and logistics solutions based on strong local expertise and the most extensive global network. Customers trust DHL as the preferred global express and logistics partner due to its quality, profitability, and market share leadership in the industry. The document provides the full text of DHL's mission statement and additional context on the importance and goals of an effective mission statement for a company.
Denny's mission is to establish beneficial supplier relationships that share a commitment to customer service, quality, and competitive pricing. Their mission statement reflects their core purpose of serving customers through quality products and services at fair prices. It aims to inspire employees by conveying the company's values of customer focus, quality, and business partnerships.
Dell's mission statement is "to be the most successful computer company in the world at delivering the best customer experience in markets we serve." The document provides Dell's exact mission statement and details how Dell aims to be the most successful computer company through delivering excellent customer experiences in the markets it serves. It also provides additional resources on writing effective mission statements with samples, formats, and tips.
The Coca Cola mission statement aims to refresh the world through their brands, inspire optimism, and create value everywhere. Specifically, the mission statement says Coca Cola strives to refresh people in body, mind and spirit, inspire optimism through their brands and actions, and make a difference everywhere they engage. Coca Cola has one of the most well-known and successful mission statements in business.
The document provides the mission statement of the Burger King located in Memphis, Tennessee. The mission statement says that the company will prepare and sell quick service food to fulfill guest needs accurately, quickly, and courteously in a clean environment, conduct business ethically with the best employees, and continue growing profitably while providing career advancement opportunities. Additional text provides context about mission statements and tips for writing one along with reiterating the content of the Burger King mission statement.
This document discusses frameworks for categorizing organizational change and the nature of change. It describes change as existing on a spectrum from smooth and incremental to discontinuous. Change can be planned and emergent, and organizations may go through predictable life cycle stages of growth involving crisis periods. Understanding the type and nature of change is necessary to effectively manage and implement change within an organization.
Google's mission statement is "To make the world's information universally accessible and useful." The document provides Google's simple but ambitious mission statement and additional context about the company. It also includes tips and examples to help write effective mission statements along with information about Google's success as one of the largest companies in the world.
IBM's mission statement outlines their goal to lead in developing and manufacturing advanced information technologies like computer systems, software, storage systems, and microelectronics. They aim to translate these advanced technologies into value for customers through professional solutions, services, and global consulting businesses.
Cyber crimes have grown with advances in computer technology. As computer use increased in business and government, it created new opportunities for criminals. Various forms of unauthorized access to classified files, financial information, and emails have occurred. Some see these actions as a form of "free speech" and do not believe restricting access to information is a crime. However, cyber crimes like computer hacking, identity theft, and accessing child pornography can be financially and emotionally devastating. While cyber crimes are often considered less violent than offline crimes, they still warrant legal penalties and ethical oversight to protect individuals and organizations online.
Cyber crime and regulations have become increasingly important issues as technology has advanced and more activities have moved online. Computers and the internet now provide access to information, communication, education, and business, but criminals also exploit these technologies. Various forms of cyber crime like cyber stalking, hacking, online pornography, and intellectual property theft negatively impact victims and society. Governments have begun implementing laws and systems to address these issues, but challenges remain in adequately protecting people and property in an online world.
Computer crime has existed since the dawn of computers in the late 1950s, with the first recorded computer crime occurring in 1958. As computer use grew throughout the 1960s and 1970s due to the increasing popularity of mainframe computers in businesses, reported computer crimes increased to hundreds per year by the mid-1970s, resulting in estimated annual losses of $300 million. Now in the modern internet era, computer crime continues to rise as networks and hacking tools become more widely accessible, enabling computer criminals to target vulnerable systems for over 30 years.
Asuh is an Islamic children's magazine published in Malaysia that teaches Islamic values and lessons to readers aged 6-12 in a simple way. It uses illustrations and colorful pages to make the content interesting and easy to understand. The magazine contains lessons on reading, exercises, facts, and other topics while promoting an Islamic message. However, the magazine could improve by addressing issues like spelling errors, uninteresting articles, and providing more useful information to help spread Islamic teachings.
This document presents a lesson plan that uses the lyrics of Don McLean's song "American Pie" to teach English through contextualizing references in the song to important songs, artists, and events from the late 1950s and 1960s rock 'n' roll era in the United States. The lesson analyzes allusions in the song to help identify musical influences from the 1950s period of innocence and optimism as well as social movements of the turbulent 1960s decade. Teachers are encouraged to use songs like "American Pie" as authentic materials that can enhance English lessons and improve students' skills at any level.
E-marketing presents many ethical and legal issues that organizations must address, including privacy, intellectual property, and fraud. Laws and regulations attempt to balance relevant stakeholder interests, though new technologies often outpace policy. Self-regulation through codes of ethics aims to foster trust and fairness, though critics argue incentives for compliance are insufficient. Emerging issues like online expression, jurisdiction, and governance require ongoing discussion to define appropriate norms and protections in the digital environment.
This document summarizes key points from Chapter 17 of the textbook Organizational Behavior. It discusses 4 study questions: 1) the definition of strategy and how it relates to organizational goals, 2) the basic attributes of organizations including structure, control and centralization, 3) how work is organized through horizontal specialization and coordination methods, and 4) the characteristics of bureaucracies and common organizational structures like mechanistic, organic and hybrid forms. The summary provides an overview of the chapter's content on these topics in 3 sentences or less per question.
This document summarizes key points from Chapter 17 of the textbook "Organizational Behavior". It addresses 4 study questions: 1) What is strategy and how is it linked to organizational goals? 2) What are the basic attributes of organizations? 3) How is work organized and coordinated? 4) What are bureaucracies and what are common structures? The summary discusses concepts like societal goals, output goals, systems goals, formal structure, division of labor, control mechanisms, coordination methods, mechanistic and organic bureaucracies, and hybrid organizational structures.
This document summarizes key points from Chapter 14 of the textbook "Organizational Behavior" regarding decision making in organizations. It discusses the typical decision making process, models like classical decision theory and garbage can model, and how intuition, judgment and creativity impact decision making. Specific heuristics, biases, and ways to foster creativity are also outlined. The summary focuses on providing an overview of the chapter's coverage of decision making concepts and processes.
This document summarizes key points from Chapter 13 of the textbook "Organizational Behavior". It addresses 4 study questions about the nature of communication in organizations, essentials of interpersonal communication, barriers to effective communication, and current issues. For each question, it lists several bullet points explaining concepts like feedback, formal/informal communication channels, nonverbal cues, active listening, physical and semantic barriers, and impacts of new technologies.
This document summarizes key points from Chapter 11 of Organizational Behavior regarding leadership. It discusses the differences between leadership and management, situational contingency approaches to leadership including Fiedler's contingency model and House's path-goal theory, attributional approaches focusing on leadership prototypes, and emerging perspectives such as charismatic, transformational, and self-managing team leadership. The summary provides an overview of the essential concepts covered in the chapter.
This document summarizes key points from Chapter 7 of the textbook Organizational Behavior. It addresses 5 study questions about motivation, job satisfaction, performance, job design approaches, the relationship between technology and job design, and alternative work arrangements. For each question, it lists the main topics and concepts discussed in the chapter and provides brief explanations and examples. The overall document serves as a review and study guide for students to understand the essential information covered in Chapter 7.
1. Organizational
Behavior, 9/E
Schermerhorn, Hunt, and
Osborn
Prepared by
Michael K. McCuddy
Valparaiso University
John Wiley & Sons, Inc.
2. Chapter 16 Study Questions
What is organizational change?
What change strategies are used in
organizations?
How is resistance to change best managed?
How do organizations innovate?
How does stress affect people in change
environments?
Organizational Behavior: Chapter 16
2
3. Study Question 1: What is
organizational change?
Transformational change.
– Results in a major overhaul of the organization
or its component systems.
– Described as radical change or frame-breaking
change.
– Organizations experiencing transformational
change undergo a significant shift in basic
characteristic features.
Organizational Behavior: Chapter 16
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4. Study Question 1: What is
organizational change?
Incremental change or frame-bending
change.
– Part of the organization’s natural evolution in
building on the existing ways of operating to
enhance or extend them in new directions.
– Introduction of new products, new
technologies, and new systems and processes.
– Continuous improvement through incremental
change is an important asset.
Organizational Behavior: Chapter 16
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5. Study Question 1: What is
organizational change?
Change agents.
– Individuals and groups who take responsibility
for changing the existing behavior patterns of
another person or social system.
– Success of change efforts depends in part on
change agents.
– Being an effective change agent means being
a great change leader.
Organizational Behavior: Chapter 16
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6. Study Question 1: What is
organizational change?
Unplanned change.
– Occurs spontaneously and without a change
agent’s direction, and such change may be
disruptive.
– Appropriate goal is to act quickly to minimize
the negative consequences and maximize any
possible benefits.
Organizational Behavior: Chapter 16
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7. Study Question 1: What is
organizational change?
Planned change.
– The result of specific efforts by a change
agent.
– Direct response to someone’s perception of a
performance gap.
• A performance gap is the discrepancy between the
desired and actual state of affairs.
• Performance gaps represent problems to be
resolved or opportunities to be explored.
Organizational Behavior: Chapter 16
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8. Study Question 1: What is
organizational change?
Organizational forces for change.
– Organization-environment relationships.
– Organizational life cycle.
– Political nature of organizations.
Organizational Behavior: Chapter 16
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9. Study Question 1: What is organizational
change?
Organizational Behavior: Chapter 16
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10. Study Question 1: What is
organizational change?
Reasons for failure of transformational change.
– No sense of urgency.
– No powerful guiding coalition.
– No compelling vision.
– Failure to communicate the vision.
– Failure to empower others to act.
– Failure to celebrate short-term wins.
– Failure to build on accomplishments.
– Failure to institutionalize results.
Organizational Behavior: Chapter 16
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11. Study Question 1: What is
organizational change?
Phases of planned change.
– Unfreezing.
• Preparing a situation for change by disconfirming
existing attitudes and behaviors.
– Changing.
• Taking action to modify a situation by altering the
targets of change.
– Refreezing.
• Maintaining momentum and eventually
institutionalizing the change.
Organizational Behavior: Chapter 16
11
12. Study Question 2: What change
strategies are used in organizations?
Organizational Behavior: Chapter 16
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13. Study Question 3: How is resistance
to change best managed?
Resistance to change.
– Any attitude or behavior that indicates
unwillingness to make or support a desired
change.
– Alternative views of resistance.
• Something that must be overcome for change to be
successful.
• Feedback that can be used to facilitate achieving
change objectives.
Organizational Behavior: Chapter 16
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14. Study Question 3: How is resistance
to change best managed?
Why people resist change.
– Fear of the unknown.
– Lack of good information.
– Fear for loss of security.
– No reasons to change.
– Fear for loss of power.
– Lack of resources.
– Bad timing.
– Habit.
Organizational Behavior: Chapter 16
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15. Study Question 3: How is resistance
to change best managed?
Resistance to the change itself.
– People may reject a change because they believe it is
not worth their time, effort, or attention.
– To deal with resistance to the change itself, all those
affected should know how it satisfies the following
criteria:
• Benefit.
• Compatibility.
• Complexity.
• Triability.
Organizational Behavior: Chapter 16
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16. Study Question 3: How is resistance
to change best managed?
Resistance to the change strategy.
– Force-coercion strategy.
• Likely resistance among individuals who resent management
by “command” or the use of threatened punishment.
– Rational persuasion strategy.
• Likely resistance when the data are suspect or the expertise
of advocates is unclear.
– Shared-power strategy.
• Likely resistance if it appears manipulative and insincere.
Organizational Behavior: Chapter 16
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17. Study Question 3: How is resistance
to change best managed?
Resistance to the change agent.
– Resistance to the change agent is directed at
the person implementing the change and often
involves personality and other differences.
Organizational Behavior: Chapter 16
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18. Study Question 3: How is resistance
to change best managed?
How to deal with resistance.
– Education and communication.
– Participation and support.
– Facilitation and support.
– Negotiation and agreement.
– Manipulation and cooptation.
– Explicit and implicit coercion.
Organizational Behavior: Chapter 16
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19. Study Question 3: How is resistance
to change best managed?
Organizational Behavior: Chapter 16
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20. Study Question 4: How do
organizations innovate?
Innovation.
– The process of creating new ideas and putting them
into practice.
Product innovations.
– The introduction of new or improved goods or
services to better meet customer needs.
Process innovations.
– The introduction of new and better work methods and
operations.
Organizational Behavior: Chapter 16
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21. Study Question 4: How do
organizations innovate?
Organizational Behavior: Chapter 16
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22. Study Question 4: How do
organizations innovate?
Features of innovative organizations.
– Strategies and cultures that are built around a
commitment to innovation.
– Structures that support innovation.
– Staffing with a clear commitment to
innovation.
– Top-management support for innovation.
Organizational Behavior: Chapter 16
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23. Study Question 5: How does stress affect
people in change environments?
Stress.
– A state of tension experienced by individuals
facing extraordinary demands, constraints, or
opportunities.
Organizational Behavior: Chapter 16
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24. Study Question 5: How does stress affect
people in change environments?
Source of stress.
– Stressors.
• The wide variety of things that cause stress for
individuals.
– Types of stressors.
• Work-related stressors.
• Life stressors.
Organizational Behavior: Chapter 16
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25. Study Question 5: How does stress affect
people in change environments?
Work-related stressors.
– Task demands.
– Role ambiguities.
– Role conflicts.
– Ethical dilemmas.
– Interpersonal problems.
– Career developments.
– Physical setting.
Organizational Behavior: Chapter 16
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26. Study Question 5: How does stress affect
people in change environments?
Life stressors.
– Family events.
– Economic difficulties.
– Personal affairs.
– Individual’s needs.
– Individual’s capabilities.
– Individual’s personality.
Organizational Behavior: Chapter 16
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27. Study Question 5: How does stress affect
people in change environments?
Stress and performance.
– Constructive stress (or eustress).
• Moderate levels of stress act in a positive way for
both individuals and organization.
– Destructive stress (or distress).
• Low and especially high levels of stress act in a
negative way for both individuals and
organization.
– Job burnout.
• A loss of interest in and satisfaction with a job due
to stressful working conditions.
Organizational Behavior: Chapter 16
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28. Study Question 5: How does stress affect
people in change environments?
Stress and health.
– Stress can harm people’s physical and psychological
health.
– Health problems associated with stress.
• Heart attack.
• Stroke.
• Hypertension.
• Migraine headache.
• Ulcers.
• Substance abuse.
• Overeating.
• Depression.
• Muscle aches.
– Managers and team leaders should be alert to signs of
excessive stress.
Organizational Behavior: Chapter 16
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29. Study Question 5: How does stress affect
people in change environments?
Stress management.
– Stress prevention.
• Taking action to keep stress from reaching
destructive levels in the first place.
– Once stress has reached a destructive point,
special techniques of stress management can
be implemented.
– Stress management.
• Begins with the recognition of stress symptoms
and continues with actions to maintain a positive
performance edge.
Organizational Behavior: Chapter 16
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30. Study Question 5: How does stress affect
people in change environments?
Stress management (cont.).
– Personal wellness.
• Pursuit of one’s job and career goals with the
support of a personal health promotion program.
– Employee assistance programs.
• Provide help for employees who are experiencing
personal problems and related stress.
Organizational Behavior: Chapter 16
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