Essentials Of Organizational Behaviour 3ce Robbins
Essentials of Organizational Behaviour 3ce Robbins
Exam (elaborations)
Solutions for Essentials of Organizational Behaviour, 3rd Canadian Edition by Robbins (All Chapters included)
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Essentials of Organizational Behaviour 3ce Robbins
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Algonquin College
Complete Solutions Manual for Essentials of Organizational Behaviour, 3rd Canadian Edition by Stephen P. Robbins, Timothy A. Judge, Katherine Breward ; ISBN13: 9780137845729...(Full Chapters included and organized in reverse order from Chapter 14 to 1)...1.What Is Organizational Behaviour?
2.Organ...
Essentials of Organizational Behaviour 3ce Robbins
Essentials of Organizational Behaviour 3ce Robbins
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Essentials of Organizational
Behaviour, 3rd Canadian Edition by
Stephen P. Robbins
Complete Chapter Solutions Manual
are included (Ch 1 to 14)
** Immediate Download
** Swift Response
** All Chapters included
,Table of Contents are given below
1.What Is Organizational Behaviour?
2.Organizational Culture
3.Diversity in Organizations
4.Attitudes, Emotions, Moods, and Stress Management
5.Personality and Values
6.Perception and Individual Decision Making
7.Motivation
8.Foundations of Group Behaviour
9.Understanding Work Teams
10.Communication
11.Leadership
12.Power and Politics
13.Conflict and Negotiation
14.Organizational Change
,Solutions Manual organized in reverse order, with the last chapter displayed first, to ensure that all
chapters are included in this document. (Complete Chapters included Ch14-1)
Chapter 14
Organizational Change
Chapter Overview
This chapter is about change and stress. We describe environmental forces that require
managers to implement comprehensive change programs. We also consider why people and
organizations often resist change and how this resistance can be overcome. We review
various processes for managing organizational change. We also discuss contemporary work
stress issues for today’s managers.
Chapter Objectives
After studying this chapter, the student should be able to:
14.1 Identify forces that act as stimulants to change.
14.2 Describe the sources of resistance to change.
14.3a Compare the three main approaches to managing organizational change.
14.3b Outline the steps in the software development lifecycle, a tool used to effectively
manage technological change.
14.4a Identify broad ways individual workers can support change within the
organization.
14.4b Describe specific strategies and tactics individuals can use to support
reconciliation and social justice-based change initiatives within organizations
and broader society.
Suggested Lecture Outline
I. INTRODUCTION
A. Change is an environmental constant for modern organizations. Managers must be
able to help organizations change, understand the reasons for resistance to change,
and move organizations in new relevant directions.
II. FORCES FOR CHANGE
A. No company today is in a particularly stable environment.
1. Even those with dominant market share must change, sometimes radically.
2. For example, in the 20 years between 1997 and 2017 there were fundamental
transformations in many industries ranging from security to agriculture,
telecommunications to healthcare.
B. Five Specific Forces That Act As Stimulants for Change.
1. Changing Nature of the Work Force.
a. Almost every organization must adjust to a multicultural environment,
demographic changes, immigration, and outsourcing.
2. Technology.
a. Technology is continually changing jobs and organizations.
14-1
, Chapter 14 Organizational Change
3. Competition.
a. The global economy also means global competition. Speed of development
and implementation is increasing.
b. Successful firms must be flexible and responsive, requiring an equally
nimble workforce.
4. Social Trends.
a. Consumers who are otherwise strangers now meet and share product
information in chat rooms and blogs.
b. Companies must continually adjust product and marketing strategies to be
sensitive to changing social trends.
5. World Politics.
a. In recent years, we’ve seen a major set of financial crises that have rocked
global markets, a dramatic rise in the power and influence of China, and
dramatic shakeups in government across the Arab world.
b. Throughout the industrialized world, businesses—particularly in the
financial, transportation and energy sectors—have come under new
scrutiny.
III. RESISTANCE TO CHANGE
A. Dynamics of Resistance to Change
1. We often see change as threatening.
a. One recent study showed that even when employees are shown data that
suggest they need to change, they latch onto whatever data they can find
that suggests they are okay and don’t need to change.
b. Employees who have negative feelings about a change cope by not thinking
about it, increasing their use of sick time, and quitting.
c. All these reactions can sap the organization of vital energy when it is most
needed.
2. Resistance to change can be positive if it leads to open discussion and debate.
a. These responses are usually preferable to apathy or silence and can indicate
that members of the organization are engaged in the process, providing
change agents an opportunity to explain the change effort.
b. Change agents can also use resistance to modify the change to fit the
preferences of other members of the organization.
1) When they treat resistance only as a threat, rather than a point of view
to be discussed, they may increase dysfunctional conflict.
3. Resistance doesn’t necessarily surface in standardized ways. It can be overt,
implicit, immediate, or deferred.
a. It’s easiest for management to deal with overt and immediate resistance,
such as complaints, a work slowdown, or a strike threat.
b. The greater challenge is managing resistance that is implicit or deferred.
c. These responses—loss of loyalty or motivation, increased errors or
absenteeism—are more subtle and more difficult to recognize for what they
are.
d. Deferred actions also cloud the link between the change and the reaction to
it and may surface weeks, months, or even years later.
e. Or a single change of little inherent impact may be the straw that breaks the
camel’s back because resistance to earlier changes has been deferred and
stockpiled.
14-2
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