This document discusses organizational change and managing planned change. It describes forces driving change like technology, economics, and competition. It also discusses individual and organizational resistance to change and how to overcome resistance through education, participation, support, and negotiations. The document reviews processes for managing organizational change by changing structures, technology, people, and physical settings.

1. ORGANIZATIONAL
CHANGE

2. Introduction
We describe environmental forces
that are requiring managers to
implement comprehensive change
programs. We also consider why
people and organizations often resist
change and how this resistance can
be overcome. We review various
processes for managing
organizational change.

3. FORCES FOR CHANGE
Nature of the Workforce
Technology
Economics shocks
Competition
Social trends
World politics

4. Managing planned change
Change: Making things different
Planned change
Unplanned change
Change agents

5. What can change agents change?
Changing structure
Changing technology
Changing the physical setting
Changing people

6. Resistance to change
Individual resistance
Organizational resistance

7. Individual Resistance
Habit
Security
Economic factors
Fear of unknown
Selective information processing

8. Organizational Resistance
Structural Inertia
Limited focus of change
Group inertia
Threat to expertise
Threat to established power
relationships
Threats to established resources
allocation

9. Overcoming Resistance to change
Education and communication
Participation
Facilities and support
Negotiations
Manipulation and cooperation
Coercion