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Chapter 18: Managing Changes and Stress: External Change

The document discusses managing organizational change and stress. It outlines Lewin's three stage change model of unfreezing, changing, and refreezing. The model posits that effective change requires first making employees dissatisfied with old ways, then providing new information and processes, and finally helping employees integrate the new behaviors. The document also presents a systems model of change that views an organization as a system influenced by internal strengths and goals as well as external factors, with change impacting different levels from individual to department.

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Chia Kong Haw
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87 views2 pages

Chapter 18: Managing Changes and Stress: External Change

The document discusses managing organizational change and stress. It outlines Lewin's three stage change model of unfreezing, changing, and refreezing. The model posits that effective change requires first making employees dissatisfied with old ways, then providing new information and processes, and finally helping employees integrate the new behaviors. The document also presents a systems model of change that views an organization as a system influenced by internal strengths and goals as well as external factors, with change impacting different levels from individual to department.

Uploaded by

Chia Kong Haw
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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ABDM4044 PEOPLE & ORGANISATION August 17, 2010

Chapter 18: Managing Changes and Stress

External change:
1. Demographic- age, education, skill level, gender, imagination.
2. Technological- manufacting automating, information technology.
3. Customers and market- change in consumer preferences, domestic and
international competition, mergers and acquisitions.
4. Social and political pressures- war, values, leadership.

Internal change:
1. HR Problem- unmet needs, job satisfaction, absenteeism & turnover, productivity,
participation, suggestions.
2. Managerial Behavior- conflict, leadership, reward system, structure re-organization.

Lewin’s Change Model


Assumptions of this model:

1. The change process involves learning something new, as well as discontinuing


current altitudes, behaviors & organization practices.
2. Change will not occur unless there is motivation to change. This is often the most
difficult part of the change process.
3. People are the hub of all organization changes, and change (structure, group process,
and reward or job design) requires individuals.
4. Resistance to change is found even when the goals of change are highly desirable.
5. Effective change requires reinforcing new behavior, attitudes and organization
practices.

3 stage of change:

1. Unfreezing
 Employees need to become dissatisfaction with old ways.
 Motivation for change is created by presenting data on effectiveness,
efficiency/ customer satisfaction.
 Benchmarking.
2. Changing
 Organization change takes places.
 Providing employees with new information, behavioral model new
processes/ procedures, new equipment, new technology or new way of doing
work.
3. Refreezing
 Helping employees reintegrate the changed behavior.
 altitudes into their normal way of doing thing.

A System Model of Change (ENLARGE TO SEE YOUR-SELF LA ^.^)


ABDM4044 PEOPLE & ORGANISATION August 17, 2010

organizing
Arrangements
policies
roles
structure
rewards
physical setting

ABDM4044

ABDM40
Inputs Output
 Mission  Organization
 Vision people Social Factors level
-knowledge org culture
 Internal strength Goals group process Department/
and rewards. -ability interpersonal group level
strategic goal
-altitude interaction
 External
-motivation behavior

communication
leadership
Individual level
opportunities &
threats

mrthods
process
work flow
ABDM4044 job design
technology

ABDM40

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