Study Guide

LDR/531 Version 6

Week Six Study Guide: Leading Organizational Change

Readings and Key Terms

Ch. 13 of Organizational Behavior

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Power
Sexual harassment
Politics
Behavior

Ch. 6 of The Strategy Process

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Top-down change
Bottom-up change
Converging change
Frame-breaking change
Logical incremental process

Content Overview

Power
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Power refers to a capacity that A has to influence the behavior of B so B acts in accordance with
As wishes (Robbins & Judge, 2013, p. 412).

Formal power
Personal power

Causes of dependence: importance, scarcity, nonsubstitutability

Power tactics
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Nine distinct influence tactics:

Legitimacy
Rational persuasion
Inspirational appeals
Consultation
Exchange
Personal appeals
Ingratiation
Pressure
Coalitions

Soft tactics personal and inspirational appeals, as well as rational persuasion and consultation

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Study Guide
LDR/531 Version 6
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Hard tactics exchange, coalitions, and pressure

Political behavior
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Includes behaviors such as the following:

Contributing factors: Review Exhibit 13-3 in Ch. 13 of Organizational Behavior.

Conflict over the allocation of limited resources, such as departmental budgets, space, project
responsibilities, and salary adjustments
Individual high self-monitors, internal locus of control, high Mach personality, and so forth
Organizational reallocation of resources, promotion opportunities, low trust, and so forth
Politicking

Comprehensive change
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Top-down change: Review Figure 2: Transformational Leadership: A Three-Act Drama described

by Tichy and Sherman (1993 in Ch. 6 in The Strategy Process.

Awakening
Envisioning
Rearchitecturing

Bottom-up change: Review Box 1: Six Steps to Effective Change for managers at the business
unit or plant level in Ch. 6 of The Strategy Process.

Periods of convergence

Withholding key information from decision makers

Joining a coalition
Whistleblowing
Spreading rumors
Leaking confidential information to the media
Exchanging favors with others for mutual benefit
Lobbying on behalf of or against a particular individual or decision alternative (Robbins &
Judge, 2013, p. 424).

Converging change: fine-tuning

Converging change: incremental adjustments to environment shifts

Organizational momentum
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Organizational structures and employees work together over time and become comfortable
everyone knows how to do what must be accomplished and things work smoothly.

Pros develops organization history that explains this is how you do it and why you do it this
way
Cons can become too comfortable, resistant to change, and not watch for external threats

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Study Guide
LDR/531 Version 6

Frame-breaking change
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Leading forces

Scope

Industry discontinuities
Product life cycle shifts
Internal company dynamics

Reformed mission and core values

Altered power and status
Reorganization
Revised interaction patterns
New executives

Incremental process
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Integrating the strategy

Concentrating on a few key thrusts

Coalition management

Copyright 2014, 2012, 2011, 2009, 2008 by University of Phoenix. All rights reserved.