Instructor Manual for
Organizational Behavior Managing
People and Organizations 14e By
Ricky Griffin, Jean Phillips (All
Chapters 1-16, 100% Original
Verified, A+ Grade)
All Chapters Arranged Reverse: 16-1
This is the Original Instructor Manual
for 14th Edition, All Other Files in the
Market are Wrong/Old Questions.
, Instructor Manual
Griffin/Phillips, Organizational Behavior, 14e, Core ISBN: 9780357899120; Chapter 16:
Organization Change and Change Management
TABLE OF CONTENTS
Purpose and Perspective of the Chapter......................................................................2
Chapter Learning Outcomes.........................................................................................2
Chapter Activities and Assessments.............................................................................3
Key Terms.....................................................................................................................3
What's New in This Chapter........................................................................................4
Chapter Outline.............................................................................................................4
Discussion Questions..................................................................................................25
Understand Yourself Exercise....................................................................................27
Group Exercise............................................................................................................27
© 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a 1
publicly accessible website, in whole or in part.
, PURPOSE AND PERSPECTIVE OF THE CHAPTER
Companies that change appropriately can continue as viable businesses. Those that do not make the right
changes, like Kodak, lose their ability to compete, cease to exist by going out of business, or get gobbled
up by a more successful organization. This chapter is about how organizations need to face the prospect
of change and develop processes to ensure their viability in a complex, ever-changing global
environment. The chapter begins with a discussion of some of the forces that create pressures for change,
followed by a detailed explanation of the complex change process. Then we describe organization
development and sources of resistance to change, finishing with a summary view of how to manage
change in organizations.
CHAPTER LEARNING OUTCOMES
The following learning outcomes are addressed in this chapter:
1. Summarize the dominant forces for change in organizations.
2. Describe the process of planned organization change.
3. Discuss several approaches to organization development.
4. Explain resistance to change.
5. Identify the keys to managing successful organization change and development.
6. Describe organizational learning.
[return to top]
CHAPTER ACTIVITIES AND ASSESSMENTS
The following table organizes activities and assessments by objective, so that you can see how all this
content relates to objectives and make decisions about which content you would like to emphasize in your
class based on your objectives. For additional guidance, refer to the Teaching Online Guide.
Learning Activity/Assessment Source (i.e., PPT slide, Duration
Outcome Workbook)
1 Discussion Activity 1 PPT slides 6–7 5–10 min
© 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a 2
publicly accessible website, in whole or in part.
, 2 Knowledge Check 16.1 PPT slide 13 < 5 min
3 Polling Activity 1 PPT slide 17 5–10 min
4 Polling Activity 2 PPT slide 26 5–10 min
5 Discussion Activity 2 PPT slides 29–30 10–15 min
6 Knowledge Check 16.2 PPT slide 33 < 5 min
1–6 Self-Assessment PPT slide 34 15–30 min
1–6 Why Does This Topic Matter To Mindtap -
Me?
1–6 Self-Assessment Mindtap -
1–6 Learn It Mindtap -
1–6 Apply It: Case Activity Mindtap -
1–6 Study It: Practice Test Mindtap -
1–6 You Make the Decision Mindtap -
[return to top]
KEY TERMS
change agent A person responsible for managing a change effort
learning organization Organization that facilitates the learning of all its members and continuously
transforms itself
organization development A system-wide application of behavioral science knowledge to the
planned development and reinforcement of organizational strategies, structures, and processes for
improving organizational effectiveness
overdetermination Occurs because numerous organizational systems are in place to ensure that
employees and systems behave as expected to maintain stability
quality of work life The extent to which workers can satisfy important personal needs through their
experiences in the organization
refreezing The process of making new behaviors relatively permanent and resistant to further change
structural change A system-wide organization development involving a major restructuring of the
organization or instituting programs such as quality of work life
transition management The process of systematically planning, organizing, and implementing
change
unfreezing The process by which people become aware of the need for change
[return to top]
WHAT'S NEW IN THIS CHAPTER
The following elements are improvements in this chapter from the previous edition:
The Real-World Challenge about Kodak has been updated and edited for clarity.
© 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a 3
publicly accessible website, in whole or in part.
Organizational Behavior Managing
People and Organizations 14e By
Ricky Griffin, Jean Phillips (All
Chapters 1-16, 100% Original
Verified, A+ Grade)
All Chapters Arranged Reverse: 16-1
This is the Original Instructor Manual
for 14th Edition, All Other Files in the
Market are Wrong/Old Questions.
, Instructor Manual
Griffin/Phillips, Organizational Behavior, 14e, Core ISBN: 9780357899120; Chapter 16:
Organization Change and Change Management
TABLE OF CONTENTS
Purpose and Perspective of the Chapter......................................................................2
Chapter Learning Outcomes.........................................................................................2
Chapter Activities and Assessments.............................................................................3
Key Terms.....................................................................................................................3
What's New in This Chapter........................................................................................4
Chapter Outline.............................................................................................................4
Discussion Questions..................................................................................................25
Understand Yourself Exercise....................................................................................27
Group Exercise............................................................................................................27
© 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a 1
publicly accessible website, in whole or in part.
, PURPOSE AND PERSPECTIVE OF THE CHAPTER
Companies that change appropriately can continue as viable businesses. Those that do not make the right
changes, like Kodak, lose their ability to compete, cease to exist by going out of business, or get gobbled
up by a more successful organization. This chapter is about how organizations need to face the prospect
of change and develop processes to ensure their viability in a complex, ever-changing global
environment. The chapter begins with a discussion of some of the forces that create pressures for change,
followed by a detailed explanation of the complex change process. Then we describe organization
development and sources of resistance to change, finishing with a summary view of how to manage
change in organizations.
CHAPTER LEARNING OUTCOMES
The following learning outcomes are addressed in this chapter:
1. Summarize the dominant forces for change in organizations.
2. Describe the process of planned organization change.
3. Discuss several approaches to organization development.
4. Explain resistance to change.
5. Identify the keys to managing successful organization change and development.
6. Describe organizational learning.
[return to top]
CHAPTER ACTIVITIES AND ASSESSMENTS
The following table organizes activities and assessments by objective, so that you can see how all this
content relates to objectives and make decisions about which content you would like to emphasize in your
class based on your objectives. For additional guidance, refer to the Teaching Online Guide.
Learning Activity/Assessment Source (i.e., PPT slide, Duration
Outcome Workbook)
1 Discussion Activity 1 PPT slides 6–7 5–10 min
© 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a 2
publicly accessible website, in whole or in part.
, 2 Knowledge Check 16.1 PPT slide 13 < 5 min
3 Polling Activity 1 PPT slide 17 5–10 min
4 Polling Activity 2 PPT slide 26 5–10 min
5 Discussion Activity 2 PPT slides 29–30 10–15 min
6 Knowledge Check 16.2 PPT slide 33 < 5 min
1–6 Self-Assessment PPT slide 34 15–30 min
1–6 Why Does This Topic Matter To Mindtap -
Me?
1–6 Self-Assessment Mindtap -
1–6 Learn It Mindtap -
1–6 Apply It: Case Activity Mindtap -
1–6 Study It: Practice Test Mindtap -
1–6 You Make the Decision Mindtap -
[return to top]
KEY TERMS
change agent A person responsible for managing a change effort
learning organization Organization that facilitates the learning of all its members and continuously
transforms itself
organization development A system-wide application of behavioral science knowledge to the
planned development and reinforcement of organizational strategies, structures, and processes for
improving organizational effectiveness
overdetermination Occurs because numerous organizational systems are in place to ensure that
employees and systems behave as expected to maintain stability
quality of work life The extent to which workers can satisfy important personal needs through their
experiences in the organization
refreezing The process of making new behaviors relatively permanent and resistant to further change
structural change A system-wide organization development involving a major restructuring of the
organization or instituting programs such as quality of work life
transition management The process of systematically planning, organizing, and implementing
change
unfreezing The process by which people become aware of the need for change
[return to top]
WHAT'S NEW IN THIS CHAPTER
The following elements are improvements in this chapter from the previous edition:
The Real-World Challenge about Kodak has been updated and edited for clarity.
© 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a 3
publicly accessible website, in whole or in part.
