The document discusses organizational change and the forces that stimulate change. It defines organizational change as any alterations in people, structure, or technology of an organization. Characteristics of change include being constant yet varying in degree and direction, producing uncertainty but not being completely unpredictable, and creating both threats and opportunities. Forces that stimulate internal change are human resource problems and managerial behavior/decisions. Forces stimulating external change are demographic characteristics, technological advancements, shareholder/customer/market changes, and social/political pressures. Change agents are persons who manage the change process as catalysts. Types of change range from adaptive to radically innovative. People can resist change due to predispositions, fear of the unknown, mistrust, and other

2. What Is Change?
Making things different.
• Organizational Change
 Any alterations in the people, structure, or technology
of an organization
• Characteristics of Change
 Is constant yet varies in degree and direction
 Produces uncertainty yet is not completely
unpredictable
 Creates both threats and opportunities.

3. Forces of Change.
External
Demographic Characteristics
Technological Advancements
Shareholder, Customer, and Market
Changes
Social and Political Pressures The Need for Change
Internal
Human Resource Problem/Prospects
Managerial Behavior/Decisions

4. Forces that Stimulate
Change in Organizations.
• External forces that
stimulate change:
 Demographic
characteristics
 Technological
advancements
 Shareholder,
Customer, and
Market changes
 Social and political
pressures

5. Forces that Stimulate
Change in Organizations
• Internal forces that
stimulate change:
Human resource
problems
 High turnover
 Perceptions of unfair
treatment
Managerial
Behavior/Decisions
 Excessive interpersonal
conflict
 Inadequate direction or
support

6. Change Agents
• Change Agents
 Persons who act as catalysts and assume the
responsibility for managing the change process.
• Types of Change Agents
 Managers: internal entrepreneurs
 Nonmanagers: change specialists
 Outside consultants: change implementation experts

7. Types of Organizational Change
Radically
Adaptive Innovative Radically
Innovative
Change Change Innovative
Change
Change
Reintroducing Introducing a
Introducing a
a familiar practice new to
practice new to
practice the
the industry
organization
Low High
 Degree of complexity,
cost, and uncertainty
 Potential for
resistance to change

8. Change Process Viewpoints
• The Calm Waters Metaphor
 Lewin’s description of the change process as a break
in the organization’s equilibrium state

9. Lewin’s Change Model
• Unfreezing
 Creates the motivation to change
 Benchmarking Data
 Financial data, emerging trends
 Changing
– Provides new information, new behavioral
models, or new ways of looking at things
 Refreezing
– Helps employees integrate the changed behavior or
attitude into their normal way of doing things

10. The Change Process

11. Change Process Viewpoints
• White-Water Rapids Metaphor
 The lack of environmental stability and predictability
requires that managers and organizations continually
adapt (manage change actively) to survive.

12. Why People Resist Change in the
Workplace
1) An individuals’
predisposition toward
change
2) Surprise and fear of
the unknown
3) Climate of mistrust
4) Fear of failure
5) Loss of status and/or
job security

13. Why People Resist Change in the
Workplace
6) Peer pressure
7) Disruption of cultural
traditions and/or group
relationships
8) Personality conflicts
9) Lack of tact and/or poor
timing
10) Nonreinforcing reward
systems
11) Past success

14. Overcoming Resistance to Change
Tactics for dealing with resistance
to change:
• Education and communication
• Participation
• Facilitation and support
• Negotiation
• Selecting people who accept
change
• Coercion

15. © 2007 Prentice Hall, Inc. All rights reserved. 13–15

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