1. The document discusses managing organizational change and defines planned change as changes that are purposeful and aimed at keeping an organization viable. 2. Structural changes involve altering authority patterns, information access, rewards allocation, technology, and other structural elements. 3. Organizations face change through opportunities they want to pursue or problems they need to address, which can include changes in objectives, acquisitions, labor shortages, or unionization.

1. © 2010 Dorling Kindersley India Pvt. Ltd.
All rights reserved.
PowerPoint Presentation by Rajeesh Viswanathan
Jansons school of Business
Organization Theory
Structure, Design, and Applications
Third Revised Edition
Stephen P. Robbins and Mary Mathew
C H A P T E R
14
PART IV: APPLICATIONS: CONTEMPORARY ISSUES IN
ORGANIZATION THEORY
Managing Organizational
Change

2. After Reading This Chapter, You Should Be Able To:
1. Define planned change.
2. List reasons that might precipitate a structural change.
3. Describe the four categories of intervention strategies.
4. Explain the three-step change process.
5. Describe organizational designs that foster innovation.
6. Explain why stability, not change, characterizes most
organizations.

3.  An effective organization “is not a stable
solution to achieve, but a developmental
process to keep active”.
 Organizations facing rapidly changing
environment will look for
 Flexibility in their structure
 Innovation
 Rapid responsiveness
 Adhocratic structure

4.  Planned change:
The changes in an organization that are
planned or purposeful, with an objective to
keep the organization current and viable.
 Structural change:
The techniques that have an impact on the
structural system of the organization. This
includes changing authority patterns, access to
information, allocation of rewards, technology
and the like.

5.  The identification of opportunity upon which
management wants to capitalize, it could be in
anticipation of, or in reaction to a problem
 Eg: Change in objectives, purchase of objectives,
scarcity of labor, unionization etc

6.  The organizational initiators or rather change
agents are those in power and those who wish
either to replace or constrain those in power.
 eg: Senior executives, managers of major units
within the organization, internal staff-development
specialists, and powerful lower level employees.

7. This is used to describe the choice made by
which the change process takes place
 People
 Structure
 Technology
 Organizational processes

8.  It’s the process of bringing about the change
 Change process: This includes unfreezing the status quo,
moving to a new state, and refreezing the change to make
it permanent.
 Implementation tactics: Paralleling the change process in
the implementation stage is the decision of what tactics
should be used to install the planned change.
 Intervention
 Participation
 Persuasion
 Edict
 Results: The outcome of this process could be positive,
negative, temporary or permanent

9.  Innovation is the adoption of ideas that are
new to the adopting organization. They are of
two types:
 Technological innovation: This comprises of the use
of new tools, techniques, devices, or systems etc.
 Administrative innovation: This is the
implementation of changes in an organizations
structure and or its administrative processes.

10.  Stability leads to inertia.
 Internal compatibility requires revolutionary
change.
 A power control foot note.