Ch12
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This chapter discusses organizational change and learning. It describes four types of organizational change: small adjustments, incremental anticipatory change, incremental reactive change, and radical anticipatory and reactive change. It outlines the seven step planning process for organizational change. It identifies four methods for creating change - technology-based, organization redesign, task-based, and people-oriented - and how they can be combined. Finally, it discusses how learning organizations deal with change through characteristics like shared leadership, a culture of innovation, customer-focused strategy, and being an organic and information-driven organization.
Ch12
- 1. Chapter 12 Organizational Change and Learning © SB InstitutE
- 2. 12.1 Learning Objectives After reading this chapter, you should be able to: Describe four types of organizational change Explain the planning process for organizational change Identify four methods of organizational change and explain how they can be combined Describe how innovation relates to organizational change Discuss how learning organizations deal with change © SB InstitutE
- 3. 12.2 Types of Organizational Change Small Adjustments Incremental Anticipatory Change Incremental Reactive Degree of Change Change Radical Anticipatory Major Radical Reactive Change Change Transformation Timing of Change Before Major Shifts After Major Shifts in in Environment Environment © SB InstitutE Adapted from Figure 12.2
- 4. 12.3 Planning for Organizational Change 2. Determine 3. Diagnose 1. Assess performance gap organizational environment problems 6. Make plans to 4. Articulate and 5. Develop a communicate a anticipate and strategic plan vision reduce resistance 7. Make plans to monitor and begin change implementation © SB InstitutE Adapted from Figure 12.3
- 5. 12.4 Methods for Creating Change Organization Technology-based Redesign Combination of Methods Task-based People Oriented © SB InstitutE Adapted from Figure 12.4
- 6. 12.5 KEYS for Understanding the Organization Examples of statements included in KEYS: People are encouraged to solve problems creatively in this organization My supervisor serves as a good work model There is free and open communication within my work group Generally I can get the resources I need for my work I have too much work to do in too little time There are many political problems in the organization © SB InstitutE Adapted from Table 12.1
- 7. 12.6 Architecture for Innovation Learning Orientation • Managers allow employees to identify and solve important problems • Managers openly discuss organizational successes and failures Resilient Workforce • Hiring and promotion decisions are used to weed out people who resist change • Employees are trained in the fundamentals of organizational change and innovation Support for Innovation • Formal and informal systems facilitate the free-flow knowledge throughout the organization • Reward and recognition systems encourage the development of competencies needed for innovation © SB InstitutE Adapted from Table 12.2
- 8. 12.7 Characteristics of a Learning Organization Shared Leadership The Learning Customer-Focused Culture of Innovation Organization Strategy Organic Intensive Use Organization Of Information Design © SB InstitutE Adapted from Figure 12.5