MGT 362T Week 2 Practice: Wk 2 - Manager's Hot Seat: Change | eBooks | Education

MGT 362T Week 2 Practice: Wk 2 - Manager's Hot Seat: Change

MGT 362T Week 2 Practice: Wk 2 - Manager's Hot Seat: Change PLDZ-12595 Free
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MGT 362T Week 2 Practice: Wk 2 - Manager's Hot Seat: Change

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Manager's Hot Seat: Change: More Pain than Gain

 

As some organizations are uncomfortable with change, so are their employees. Employees are often threatened by change and offer resistance to it. Resistance to change is an emotional/behavioral response to real or imagined threats to an established work routine. The degree to which employees feel threatened depends on whether the change is adaptive, innovative, or radically innovative. Lewin's Change Model helps to understand the stages of change so that they can be best managed.

 

Employees experience varying levels of change depending on whether the change is adaptive, innovative, or radically innovative. Adaptive change is the least threatening as the reintroduction of a familiar practice. Innovative change is somewhat threatening and involves moderate complexity, cost, and uncertainty. Radically innovative change is considered extremely threatening and is the most complex, costly, and uncertain. Employees may be resistant to change for a number of reasons including surprise and fear of the unknown, fear of failure, climate of mistrust, and peer pressure. Kurt Lewin proposed a Change Model to explain how to initiate and manage and stabilize planned change and includes the stages of "unfreezing," "changing," and "refreezing." Each of these factors will be examined through this activity.

 

Click the ? button to watch the video. Then, answer the questions that follow.

 

 

 

 

 

 

 

 

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