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CHAPTER SUMMARY – CHAPTER 13
Forces for Change; Two Views of the Change Process
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Discuss the external and internal forces for change.
Contrast the calm waters and the white-water rapids metaphors of change.
Explain Lewin’s three-step model of the change process.
Discuss the environment that managers face today.
External forces for change include changes in the marketplace, governmental laws
and regulations, technology, labor market fluctuations, and economic changes. Internal
forces for change include changes in the organization’s strategy, workforce, equipment,
or employee attitudes.
The calm waters metaphor of change describes change as a brief disruption in a
calm and predictable environment. The white-water rapids metaphor describes change as
chaotic, unpredictable, natural, and expected.
Lewin’s three-step model includes unfreezing the status quo, changing to a new
state, and refreezing to make the change permanent.
The environment that managers face today is more like the white-water rapids
environment.
Managing Organizational Change
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Define organizational change.
Contrast using internal and external change agents.
Describe how managers might change structure, technology, and people.
Explain why people resist change and how resistance might be managed.
Organizational change is any alteration of people, structure, or technology. (See
Exhibit 13-2.) Change agents are individuals who act as a catalyst for change and assume
the responsibility for managing the change process. External change agents may have a
limited understanding of the organization but are more likely to initiate drastic change.
Internal change agents are familiar with the organization, but may be reluctant to try new
approaches.
Changing structure involves changing organizational structural variables.
Changing technology involves changing the way work is performed or the methods or
equipment that are used. Changing people involves changing attitudes, expectations,
perceptions, or behavior. (See Exhibit 13-3.)
People resist change because of ambiguity or uncertainty, hard to change habits,
concern over personal loss, and believing that the change is not in the organization’s best
interests. To reduce resistance to change, managers can use education and
communication, participation, facilitation and support, negotiation, manipulation and cooptation, or coercion. (See Exhibit 13-4.)
Contemporary Issues in Managing Change
 Explain why changing organizational culture is so difficult and how managers can
do it.
 Describe employee stress and how managers can help employees deal with stress.
 Discuss what it takes to make change happen successfully.
Changing culture is difficult because it’s made up of relatively stable and
permanent characteristics making it resistant to change. Managers can do it by
understanding the situational factors and by having a strategy for change. (See Exhibit
13-5.)
Stress is the adverse reaction people have to excessive pressure placed on them
from extraordinary demands, constraints, or opportunities. Stress can be caused by
personal factors or by job-related factors. (See Exhibit 13-6.) Stress symptoms include
physical, psychological, and behavioral. (See Exhibit 13-7.) Managers can help
employees deal with job-related stress by making sure employees’ abilities match job
requirements, using realistic job previews during employee selection, improving
organizational communications, planning performance, and maybe redesigning jobs.
Making change happen successfully involves focusing on making the
organization ready for change and the manager understanding his or her own role in the
process. (See Exhibit 13-8.)
Stimulating Innovation
 Explain why innovation isn’t just creativity.
 Explain the systems view of innovation.
 Describe the structural, cultural, and human resource variables that are necessary
for innovation.
 Explain what idea champions are and why they’re important to innovation.
Creativity refers to the ability to combine ideas in a unique way or to make
unusual associations between ideas. Innovation is turning the results of the creative
process into something useful – product or work methods.
The systems view of innovation (see Exhibit 13-10) looks at the inputs (creative
people, groups, or organizations), the transformation (the creative environment, process,
or situation), and the outputs (innovative products or work methods).
The structural variables that are necessary for innovation include organic
structure, abundant resources, high inter-unit communication, minimal time pressures,
and work and non-work support. The human cultural variables include acceptance of
ambiguity, tolerance of impractical, low external controls, tolerance of risks, tolerance of
conflict, focus on ends, open-system focus, and positive feedback. The human resource
variables include high commitment to training and development, high job security, and
creative people. (See Exhibit 13-11.)
Idea champions are individuals who actively and enthusiastically support new
ideas, build support, overcome resistance, and ensure than innovations are implemented.