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Managing ion Culture and Change

Managing ion Culture and Change

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Published by: samrulezzz on Dec 01, 2010
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Managing Organizational and Cultural Change

Chapter 14

‡ List the things managers can change in organizations. ‡ Explain why employees resist change. ‡ Give examples of each of the eight steps for leading organizational change. ‡ Explain how to use five organizational development techniques to change organizations. ‡ Illustrate several techniques for overcoming individual, interpersonal, and intergroup conflicts.
© 2002 Prentice Hall, Inc.

What Triggers Change?
‡ Strategic changes are generally caused by factors outside the company. ‡ Strategic changes are often required for survival. ‡ Strategic changes implemented under crisis conditions are highly risky.

© 2002 Prentice Hall, Inc.

What Should Managers Try to Change?

‡ Culture ‡ Employees ‡ Tasks

© 2002 Prentice Hall, Inc.

‡ Why do people resist change?
± They don¶t like change. ± Changes the social structure.

‡ Overcoming resistance to change:
± Unfreezing ± Moving ± Refreezing

© 2002 Prentice Hall, Inc.

Leading Organizational Change
‡ ‡ ‡ ‡ ‡ ‡ ‡ Create a sense of urgency. Create a guiding coalition and mobilize commitment. Develop and communicate a shared vision. Empower employees to make the change. Generate short-term wins. Consolidate gains and produce more change. Anchor the new ways of doing things in the company culture. ‡ Monitor progress and adjust the vision as required.
© 2002 Prentice Hall, Inc.

The Leader¶s Role
‡ Charismatic leadership - Special qualities that allow leaders to change an organization. ‡ Instrumental leadership - Building and clarifying organizational changes so that employees can accomplish their goals. ‡ Missionary leadership - Enlisting the aid of others to aid in the process.
© 2002 Prentice Hall, Inc.

Changing Company Culture
‡ Employees understand what you pay attention to, measure, and control. ‡ React appropriately to critical incidents. ‡ Deliberately role model, teach, and coach important values. ‡ Communicate your priorities by the way you give rewards and status. ‡ Make your HR procedures consistent with values.
© 2002 Prentice Hall, Inc.

Organizational Development

© 2002 Prentice Hall, Inc.

Conflict Management
‡ Conflict is not always bad if managed properly. ‡ Individual conflict ‡ Interpersonal conflict ‡ Intergroup conflict

© 2002 Prentice Hall, Inc.

Conflict Resolution Styles
‡ ‡ ‡ ‡ ‡ ‡ ‡ Confrontation Smoothing Forcing Avoidance Competitive Compromise and collaboration Accommodating
© 2002 Prentice Hall, Inc.

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