Managing%20Organizational%20Change:%20Strategic%20Planning%20and%20Organizational%20Development

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Managing Organizational Change Strategic
Planning and Organizational Development

• Chapter 16

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Learning Objectives

1. Characterize the prevalence of the change process
   in organizations.
2. Understand what, exactly, is changed when
   organizational change comes about, and the forces
   responsible for unplanned organizational change.
3. Describe what is meant by strategic planning and
   the types of strategic changes that organizations
   make.

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Learning Objectives

1. Identify the ten steps in the strategic planning
   process.
2. Explain why people are resistant to
   organizational change and how this resistance may
   be overcome.
3. Identify and describe the major organizational
   development techniques that are used today.

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Unplanned Change Forces

• Shifting Employee Demographics
• Performance Gaps
• Government Regulation
• Global Competition
• Fluctuating Economic Conditions
• Advances in Technology

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Strategic Planning

• The process of formulating, Implementing, and
  evaluating decisions that enable an organization
  to achieve its objectives

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Strategic Planning

• Is Deliberate
• Occurs When Current Objectives Can No Longer Be
  Met
• New Organizational Objectives Requires New
  Strategic Plans

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Strategic Planning Targets

• Products and Services
• Organizational Structure
• Downsizing
• Rightsizing
• Outsourcing

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Various Competitive Strategies
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Individual Barriers to Change

• Economic Insecurity
• Fear of the Unknown
• Threats to Social Relationships
• Habit
• Failure to Recognize Need for Change

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Organizational Barriers to Change

• Structural Inertia
• Work Group Inertia
• Threats to Existing Balance of Power
• Previously Unsuccessful Change Efforts

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Overcoming Organizational Change Resistance

• Shape Political Dynamics
• Identify and Neutralize Change Resisters
• Educate the Workforce
• Involve Employees in the Change Efforts
• Reward Constructive Behaviors
• Take the Situation into Account

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Create a Learning Organization

• Establish Commitment to Change
• Adopt an Informal Organizational Structure
• Develop an Open Organizational Culture

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Organizational Development

• Appreciative Inquiry
• Discovery
• Dreaming
• Designing
• Delivering

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Organizational Development

• Action Labs
• Quality of Work Life Programs
• Work Restructuring
• Quality Circles

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Organizational DevelopmentEffectiveness

• More Effective Among Blue-Collar Workers
• Enhanced by Using Technique Combination
• Depends on Degree of Top Management Support