BMGT340 Organizational Change Chapter 17
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Questions and Answers

What are the six dimensions of change?

  • The changing nature of the workforce, technology, economic shocks, competition, social trends, globalization (correct)
  • The changing nature of the workforce, technology, economic shocks, competition, social trends, automation
  • The changing nature of the workforce, technology, economic shocks, competition, social trends, innovation

Planned change is simply making things different.

False (B)

Change agents can be managers, non-managers, or outside consultants.

True (A)

Resistance to change only comes from the lower levels of the organization.

<p>False (B)</p> Signup and view all the answers

Which of these is not a tactic for overcoming resistance to change?

<p>Using coercion (A)</p> Signup and view all the answers

What are the three steps in Lewin's Three-Step Model of managing organizational change?

<p>Unfreezing, movement, refreezing (B)</p> Signup and view all the answers

What is OD - Organizational Development?

<p>A collection of planned change interventions, built on humanistic-democratic values, that seeks to improve organizational effectiveness and employee well-being. (B)</p> Signup and view all the answers

Describe one of the six dimensions of change.

<p>The changing nature of the workforce is a key dimension of change, as workplaces are becoming increasingly diverse in terms of age, skills, and cultural backgrounds.</p> Signup and view all the answers

What is "Manipulation" in the context of overcoming resistance to change?

<p>Manipulation refers to twisting or distorting facts to present a favorable case for a change initiative.</p> Signup and view all the answers

What is the defining characteristic of a change agent?

<p>Change agents are individuals who act as catalysts for implementing change, assuming responsibility for guiding the organization and its people through the process.</p> Signup and view all the answers

Flashcards

Change

The process of making things different.

Planned Change

Change activities that are intentional and goal-oriented.

Goals of Planned Change

Goals of planned change include adapting to environmental changes and modifying employee behavior.

Change Agents

Individuals who act as catalysts and take responsibility for managing change efforts.

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Forces for Change

Forces that push an organization towards change, such as technological advancements, economic shifts, or competitive pressures.

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Resistance to Change

The resistance that individuals or teams may exhibit when faced with change.

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Overcoming Resistance to Change

Overcoming resistance to change involves addressing its root causes and using appropriate tactics.

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Communication

Using communication to explain the rationale, benefits, and process of change.

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Participation

Involving individuals in the change process to gain their buy-in and ownership.

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Building Support and Commitment

Building commitment and support for the change by emphasizing its positive aspects and potential benefits.

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Developing Positive Relationships

Cultivating trust and positive relationships with stakeholders to facilitate change acceptance.

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Implementing Changes Fairly

Ensuring fairness and transparency in the implementation and impact of change.

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Manipulation and Cooptation

Manipulation and cooptation involve influencing individuals through indirect means.

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Selecting People Who Accept Change

Selecting individuals who are more receptive to change and likely to adapt effectively.

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Coercion

Using threats or force to compel acceptance and compliance with change.

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Lewin's Three-Step Model

A systematic three-step model for managing change: unfreezing, movement, and refreezing.

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Unfreezing

The first step in Lewin's model, involving preparing individuals and systems for change.

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Driving and Restraining Forces

The driving forces pushing for change and the restraining forces resisting it.

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Movement

The second step in Lewin's model, involving implementing the actual change.

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Refreezing

The third step in Lewin's model, involving stabilizing the new state and reinforcing the changes.

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Kotter's Eight-Step Plan

An eight-step approach for managing change, focusing on creating urgency, building a guiding coalition, and communicating effectively.

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Action Research

A systematic process involving data collection, analysis, and action based on the findings.

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Organizational Development (OD)

A collection of change interventions designed to improve organizational effectiveness and employee well-being.

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Sensitivity Training

A technique for promoting self-awareness and improving interpersonal communication.

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Survey Feedback

Using survey feedback to identify areas for improvement and guide change interventions.

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Process Consultation

A consultant works with a group to understand its processes, identify potential issues, and develop solutions.

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Team Building

A range of activities designed to build team cohesion, improve communication, and enhance problem-solving skills.

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Intergroup Development

An OD technique aimed at improving communication and collaboration between groups.

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Appreciative Inquiry

A positive approach to change that focuses on identifying and leveraging an organization's strengths and aspirations.

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Study Notes

Course Information

  • Course: BMGT340 - Organizational Behavior
  • Chapter: 17 - Organizational Change
  • Semester: Fall 2024-2025

Learning Objectives

  • Objective 17.1: Change
  • Objective 17.2: Resistance to change
  • Objective 17.3: Approaches to managing organizational change

Objective 17.1: Change

  • Forces for Change:
    • Changing nature of the workforce
    • Technology
    • Economic shocks
    • Competition
    • Social trends
    • Globalization
  • Reactionary versus Planned Change
    • Change: Simply making things different
    • Planned Change: Intentional and goal-oriented change activities
    • Goals of planned change:
      • Improve organizational adaptability to environmental changes
      • Change employee behavior
    • Change Agents: People who manage change activities; can be managers, employees, or consultants

Objective 17.2: Resistance to Change

  • Employees may resist change by latching onto information that supports the status quo.

  • Resistance to change isn't always from lower levels; higher-level managers may resist changes proposed by subordinates if focused on immediate performance.

  • Open discussion and debate can be a positive aspect of resistance.

  • Individual Sources of Resistance:

    • Habit
    • Security needs
    • Economic factors
    • Fear of the unknown
    • Selective information processing

  • Organizational Sources of Resistance:

    • Structural inertia
    • Limited focus of change
    • Group inertia
    • Threat to expertise
    • Threat to power relationships

Objective 17.2: Overcoming Resistance to Change

  • Tactics to help change agents deal with resistance:
    • Communication
    • Participation
    • Building support and commitment
    • Developing positive relationships
    • Implementing changes fairly
    • Manipulation and cooptation
    • Selecting people who accept change
    • Coercion

Objective 17.3: Approaches to Managing Change

  • Lewin's Three-Step Model: Unfreezing (status quo), Movement (desired state), Refreezing (new change)
    • Unfreezing methods: Driving forces, Restraining forces, combining first two
    • Movement stage: Maintain momentum once it begins
  • Kotter's Eight-Step Plan
    • Establish a sense of urgency
    • Form a powerful coalition
    • Create a vision
    • Communicate the vision
    • Empower others to act on the vision
    • Plan for, create, and reward short-term wins
    • Consolidate improvements and recognize them
    • Reinforce changes by demonstrating their connection to success
  • Action Research:
    • Systematic data collection, analysis of data, based on the results to initiate action
    • 5 steps: Diagnosis, Analysis, Feedback, Action, Evaluation
  • Organizational Development (OD):
    • Planned change interventions based on humanistic-democratic values, improves organizational effectiveness and well-being
    • Techniques/interventions: Sensitivity training, survey feedback, process consultation, team building, intergroup development, appreciative inquiry

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BMGT340 Chapter 17: Organizational Change PDF

Description

Test your understanding of Chapter 17 on Organizational Change from the BMGT340 course. This quiz covers key concepts such as forces for change, resistance to change, and approaches for managing organizational change. Enhance your knowledge about how organizations adapt in a dynamic environment.

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