<p> Study Guide 1 LDR/531 Version 5 Week Six Study Guide: Leading Organizational Change</p><p>Readings and Key Terms</p><p> Ch. 13 of Organizational Behavior</p><p> o Power o Sexual harassment o Politics o Behavior</p><p> Ch. 6 of The Strategy Process</p><p> o Top-down change o Bottom-up change o Converging change o Frame-breaking change o Logical incremental process</p><p>Content Overview</p><p> Power</p><p> o “Power refers to a capacity that A has to influence the behavior of B so B acts in accordance with A’s wishes” (Robbins & Judge, 2013, p. 412). </p><p> Formal power  Personal power</p><p> o Causes of dependence: importance, scarcity, nonsubstitutability</p><p> Power tactics</p><p> o Nine distinct influence tactics:</p><p> Legitimacy  Rational persuasion  Inspirational appeals  Consultation  Exchange  Personal appeals  Ingratiation  Pressure</p><p>Copyright © 2012, 2011, 2009, 2008 by University of Phoenix. All rights reserved. Study Guide 2 LDR/531 Version 5</p><p> Coalitions</p><p> o Soft tactics – personal and inspirational appeals, as well as rational persuasion and consultation o Hard tactics – exchange, coalitions, and pressure</p><p> Political behavior</p><p> o Includes behaviors such as the following:</p><p> “Withholding key information from decision makers  Joining a coalition  Whistleblowing  Spreading rumors  Leaking confidential information to the media  Exchanging favors with others for mutual benefit  Lobbying on behalf of or against a particular individual or decision alternative” (Robbins & Judge, 2013, p. 424).</p><p> o Contributing factors: Review Exhibit 13-3 in Ch. 13 of Organizational Behavior.</p><p> Conflict over the allocation of limited resources, such as departmental budgets, space, project responsibilities, and salary adjustments  Individual – high self-monitors, internal locus of control, high Mach personality, and so forth  Organizational – reallocation of resources, promotion opportunities, low trust, and so forth  Politicking</p><p> Comprehensive change</p><p> o Top-down change: Review Figure 2: Transformational Leadership: A Three-Act Drama described by Tichy and Sherman (1993 in Ch. 6 in The Strategy Process.</p><p> Awakening  Envisioning  Rearchitecturing</p><p> o Bottom-up change: Review Box 1: “Six Steps to Effective Change” for managers at the business unit or plant level in Ch. 6 of The Strategy Process.</p><p> o Periods of convergence</p><p> Converging change: fine-tuning  Converging change: incremental adjustments to environment shifts</p><p> Organizational momentum</p><p>Copyright © 2012, 2011, 2009, 2008 by University of Phoenix. All rights reserved. Study Guide 3 LDR/531 Version 5</p><p> o Organizational structures and employees work together over time and become comfortable – eve ryone knows how to do what must be accomplished and things work smoothly.</p><p> Pros – develops organization history that explains this is how you do it and why you do it this way  Cons – can become too comfortable, resistant to change, and not watch for external threats</p><p> Frame-breaking change</p><p> o Leading forces</p><p> Industry discontinuities  Product life cycle shifts  Internal company dynamics</p><p> o Scope</p><p> Reformed mission and core values  Altered power and status  Reorganization  Revised interaction patterns  New executives</p><p> Incremental process</p><p> o Integrating the strategy</p><p> Concentrating on a few key thrusts  Coalition management</p><p>Copyright © 2012, 2011, 2009, 2008 by University of Phoenix. All rights reserved.</p>