5.

Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities.

It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290.

6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan

ge

book. Familiarize yourself with a change model.

5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea

lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi

zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them

helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model.

5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities.

It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290.

6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan

ge

book. Familiarize yourself with a change model.

5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model. 5. Organization development (OD) is a planned, systematic process of change that uses behavioral science knowledge and techniques to improve an organization s hea lth and effectiveness through its ability to adapt to the environment, improve i nternal relationships, and increase learning and problem-solving capabilities. It focuses on the human and social aspects of the organization and works to chan ge attitudes and relationships among employees, helping to strengthen the organi zation s capacity for adaptation and renewal, pp. 287-291. a. Organizational development steps, p. 290. 6. Employees appear to resist change for several reasons, and understanding them helps managers implement change more effectively, pp. 291-296, slide 16. A. What are barriers to change? Kotter describes this in his Leading Chan ge book. Familiarize yourself with a change model.