 Definition:

“Any event that occurs when

something passes from one stage to
another.”

 Organizational Change:
“Any alterations in the people, structure,
or technology of an organization.”
 Work specialization, departmentalization,
Structure chain of command, span of control,
centralization, formalization,
job redesign, or actual structural design

T echnology Work processes, methods,

and equipment

Attitudes, expectations, perceptions,

People and behavior
 “Forces outside the organization”

 Marketplace:
o Introduction of companies
o Change in behavior of competitors
o New ads technology

 Governmental Laws & Regulations:

o Environmental Laws.
 Technology:
o Computers
o New Plants

 Labor markets:

 Economic changes:
o Inflation
o Deflation
 “Forces inside the organization”

o Changes in organizational strategy

o New equipment
o Employee attitudes
 Change activities that are intentional and
goal-oriented.

 Person who act as catalysts and assume the

responsibility for managing change activities.
This process consists of three steps
o Unfreezing the status quo
o Changing to a new state
o Refreezing to make the change permanent
o The lack of environmental stability
o Managers manage change actively to survive
 Target Elements of Change

Organizing
Arrangements

Inputs Outputs
Internal Internal
Strategy Goals Social
 Strengths People  Organizational
 Weaknesses Factors level
 Department/
External
group level
 Opportunities
 Individual level
 Threats
Methods
1. Increase urgency
2. Build the guiding team
3. Get the vision right
4. Communicate for buy-in
5. Empowering action
6. Create short-term wins
7. Do not let up
8. Make change stick
Step Description
1) Establish a sense of Unfreeze the organization by creating a
urgency compelling reason for why change is needed

2) Create the guiding Create a cross-functional, cross-level group

coalition of people with enough power to lead the
change

3) Develop a vision and Create a vision and strategic plan to guide

strategy the change process

4) Communicate the Create and implement a communication

change-vision strategy that consistently communicates the
new vision and strategic plan
Step Description
5) Empower broad-based Eliminate barriers to change, use target
action elements of change to transform the
organization

6) Generate short-term Plan for and create short-term “wins” or

wins improvements

7) Consolidate gains and The guiding coalition uses credibility from

produce more change short-terms wins to create change.
Additional people are brought into the
change process as change cascades
throughout the organization

8) Anchor new approaches Reinforce the changes by highlighting

in the culture connections between new behaviors and
processes and organizational success
 “Controlling the change for the benefit
of the organization carried out by manager
acting as change agents or by non-managers
experts of the field.”
 .
◦ Personality
◦ Perception
◦ Habit
◦ Security
◦ Economic Factors
◦ Fear of unknown.
◦ Threat to power and influence
 Changing Organizational Cultures
 Understanding the Situational forces
 A dramatic crises occurs
 The Organization is young and small
 The Culture is weak