Instructor Manual for
Organizational Behaviour
Understanding and Managing
Life at Work 13th Edition By Gary
Johns, Alan Saks (All Chapters
1-15, 100% Original Verified, A+
Grade)
All Chapters Arranged Reverse: 15-1
This is The Only Original and
Complete Instructor Manual for
13th Edition, All Other Files in
the Market are Fake/Old/Wrong
Edition.
, CHAPTER 15
ORGANIZATIONAL CHANGE, DEVELOPMENT,
AND INNOVATION
CHAPTER LEARNING OBJECTIVES
After reading Chapter 15, students should be able to:
LO 15.1 Explain the environmental forces that motivate organizational change, and
describe the factors that organizations can change.
LO 15.2 Explain how organizations learn and what makes an organization a learning
organization.
LO 15.3 Describe the basic change process and the issues—such as resistance
to change—that require attention at various stages of change.
LO 15.4 Define organizational development, and discuss its general philosophy.
LO 15.5 Discuss team building, survey feedback, total quality management, and
reengineering as organizational development efforts.
LO 15.6 Review the evidence and controversies concerning the effectiveness
of organizational development.
LO 15.7 Define innovation, and discuss the factors that contribute to
successful organizational innovation.
LO 15.8 Understand the factors that help and hurt the diffusion of innovations.
CHAPTER OUTLINE AND TEACHING NOTES
The Concept of Organizational Change
Changes have a strong impact on the people who work at the organizations that are pursuing
and affected by these transformations. Consider those whose jobs are threatened by advances
in AI.
Why Organizations Must Change
All organizations face two basic sources of pressure to change—external sources and
internal sources. Organizations are strongly influenced by their external environments
because they are open systems that take inputs from the environment, transform some of
these inputs, and send them back into the environment as outputs. Although organizations
try to stabilize their inputs and outputs, environmental changes occur, and they must be
matched by organizational changes if the organization is to remain effective. External
sources include the global economy, deregulation, and changing technology.
Change can also be provoked by forces in the internal environment of the organization
such as low productivity, conflict, strikes, sabotage, high absenteeism, and turnover. As
environments change, organizations must keep pace and internal changes often occur in
Copyright © 2026 Pearson Canada Inc.
,15-2 Johns/Saks, Organizational Behaviour, Thirteenth
response to organizational changes that are designed to deal with the external
environment.
Sometimes, when threat is perceived, organizations “unfreeze,” scan the environment for
solutions, and use the threat as a motivator for change. Other times, though, organizations
seem paralyzed by threat, behave rigidly, and exhibit extreme inertia. Without an
investment of resources and some modification of routines and processes, inertia will
occur.
Internal and external environments of various organizations will be more or less
dynamic. As a result, organizations will differ in the amount of change they should
exhibit.
Organizations in a dynamic environment must generally exhibit more change to be
effective than those operating in a more stable environment. Change in and of itself is not
a good thing and organizations can exhibit too much change as well as too little.
What Organizations Can Change
Organizations can change virtually any aspect of their operations. Some of the
possibilities include changes in goals and strategies, technology, job design, structure,
processes, culture, and people.
Goals and strategies. Organizations frequently change the goals and the strategies they
use to reach these goals.
Technology. Technological changes can vary from minor to major.
Job design. Companies can redesign individual groups of jobs to offer more or less
variety, autonomy, identity, significance, and feedback.
Structure. Organizations can be modified from a functional to a product form or vice
versa. Traditional structural characteristics of organizations such as formalization and
centralization can also be changed.
Processes. The basic processes by which work is accomplished can be changed.
Culture. One of the most important and difficult changes that an organization can make is
to change its culture. Changing an organization’s culture is considered to be a
fundamental aspect of organizational change.
Branding. Rather than looking internally to change culture, or in addition to culture
change, an organization might have strategic reasons to change its externally viewed
identity or brand.
People. The membership of an organization can be changed either through a revised
hiring process or by changing the skills and attitudes of existing members through
training and development.
, Two important points should be made about the various areas in which organizations can
introduce change. First, a change in one area often calls for changes in others. Failure to
recognize the systematic nature of change can lead to severe problems. Second, changes
in goals, strategies, technology, structure, processes, job design, and culture usually
require that serious attention be given to “people” changes. As much as possible,
necessary skills and favourable attitudes should be fostered before these changes are
introduced.
The Change Process
Change involves a sequence of organizational events or a psychological process that
occurs over time. There are three stages to the change process: unfreezing, changing, and
refreezing.
Unfreezing. Unfreezing occurs when recognition exists that some current state of affairs
is unsatisfactory. Crises are especially likely to stimulate unfreezing. Top executives
sometimes engage in dramatic symbolic acts to underline the need for change. Employee
attitude surveys, customer surveys, and accounting data are often used to anticipate
problems and to initiate change before crises are reached.
For major organizational changes, a clear and compelling vision, repeated via multiple
communication channels, will contribute to unfreezing and serve as a beacon during the
change process. A vision will be most effective when it appeals to a variety of
organizational stakeholders so as to constitute a shared vision.
Change. Change occurs when some program or plan is implemented to move the
organization or its members to a more satisfactory state. Change efforts can range from
minor (a simple skills training program) to major (extensive job enrichment). In order for
change to occur, people must have the capability and the opportunity and the motivation
to change. In other words, some degree of all three factors must be present for successful
change.
Refreezing. Refreezing occurs when the newly developed behaviours, attitudes, or
structures become an enduring part of the organization. The effectiveness of the change
program can be examined and the desirability of extending it further can be considered.
Refreezing does not mean fixed in stone. Rather it simply means that routines and
policies are in place to support the change.
In recent years there has been much debate about whether Lewin’s simple model of
change, especially the refreezing component, applies to firms in so called hyper-turbulent
environments, where constant, unpredictable, non-linear change is the norm. While the
model probably applies, there is little doubt that organizations in hyper-turbulent
environments face special challenges that require them to be constantly acquiring,
assimilating, and disseminating information so that they are ready for rapid change.
Ideally, this permits something that looks like seamless “morphing” rather than the step-
like process described by Lewin.
Copyright © 2026 Pearson Canada Inc.
Organizational Behaviour
Understanding and Managing
Life at Work 13th Edition By Gary
Johns, Alan Saks (All Chapters
1-15, 100% Original Verified, A+
Grade)
All Chapters Arranged Reverse: 15-1
This is The Only Original and
Complete Instructor Manual for
13th Edition, All Other Files in
the Market are Fake/Old/Wrong
Edition.
, CHAPTER 15
ORGANIZATIONAL CHANGE, DEVELOPMENT,
AND INNOVATION
CHAPTER LEARNING OBJECTIVES
After reading Chapter 15, students should be able to:
LO 15.1 Explain the environmental forces that motivate organizational change, and
describe the factors that organizations can change.
LO 15.2 Explain how organizations learn and what makes an organization a learning
organization.
LO 15.3 Describe the basic change process and the issues—such as resistance
to change—that require attention at various stages of change.
LO 15.4 Define organizational development, and discuss its general philosophy.
LO 15.5 Discuss team building, survey feedback, total quality management, and
reengineering as organizational development efforts.
LO 15.6 Review the evidence and controversies concerning the effectiveness
of organizational development.
LO 15.7 Define innovation, and discuss the factors that contribute to
successful organizational innovation.
LO 15.8 Understand the factors that help and hurt the diffusion of innovations.
CHAPTER OUTLINE AND TEACHING NOTES
The Concept of Organizational Change
Changes have a strong impact on the people who work at the organizations that are pursuing
and affected by these transformations. Consider those whose jobs are threatened by advances
in AI.
Why Organizations Must Change
All organizations face two basic sources of pressure to change—external sources and
internal sources. Organizations are strongly influenced by their external environments
because they are open systems that take inputs from the environment, transform some of
these inputs, and send them back into the environment as outputs. Although organizations
try to stabilize their inputs and outputs, environmental changes occur, and they must be
matched by organizational changes if the organization is to remain effective. External
sources include the global economy, deregulation, and changing technology.
Change can also be provoked by forces in the internal environment of the organization
such as low productivity, conflict, strikes, sabotage, high absenteeism, and turnover. As
environments change, organizations must keep pace and internal changes often occur in
Copyright © 2026 Pearson Canada Inc.
,15-2 Johns/Saks, Organizational Behaviour, Thirteenth
response to organizational changes that are designed to deal with the external
environment.
Sometimes, when threat is perceived, organizations “unfreeze,” scan the environment for
solutions, and use the threat as a motivator for change. Other times, though, organizations
seem paralyzed by threat, behave rigidly, and exhibit extreme inertia. Without an
investment of resources and some modification of routines and processes, inertia will
occur.
Internal and external environments of various organizations will be more or less
dynamic. As a result, organizations will differ in the amount of change they should
exhibit.
Organizations in a dynamic environment must generally exhibit more change to be
effective than those operating in a more stable environment. Change in and of itself is not
a good thing and organizations can exhibit too much change as well as too little.
What Organizations Can Change
Organizations can change virtually any aspect of their operations. Some of the
possibilities include changes in goals and strategies, technology, job design, structure,
processes, culture, and people.
Goals and strategies. Organizations frequently change the goals and the strategies they
use to reach these goals.
Technology. Technological changes can vary from minor to major.
Job design. Companies can redesign individual groups of jobs to offer more or less
variety, autonomy, identity, significance, and feedback.
Structure. Organizations can be modified from a functional to a product form or vice
versa. Traditional structural characteristics of organizations such as formalization and
centralization can also be changed.
Processes. The basic processes by which work is accomplished can be changed.
Culture. One of the most important and difficult changes that an organization can make is
to change its culture. Changing an organization’s culture is considered to be a
fundamental aspect of organizational change.
Branding. Rather than looking internally to change culture, or in addition to culture
change, an organization might have strategic reasons to change its externally viewed
identity or brand.
People. The membership of an organization can be changed either through a revised
hiring process or by changing the skills and attitudes of existing members through
training and development.
, Two important points should be made about the various areas in which organizations can
introduce change. First, a change in one area often calls for changes in others. Failure to
recognize the systematic nature of change can lead to severe problems. Second, changes
in goals, strategies, technology, structure, processes, job design, and culture usually
require that serious attention be given to “people” changes. As much as possible,
necessary skills and favourable attitudes should be fostered before these changes are
introduced.
The Change Process
Change involves a sequence of organizational events or a psychological process that
occurs over time. There are three stages to the change process: unfreezing, changing, and
refreezing.
Unfreezing. Unfreezing occurs when recognition exists that some current state of affairs
is unsatisfactory. Crises are especially likely to stimulate unfreezing. Top executives
sometimes engage in dramatic symbolic acts to underline the need for change. Employee
attitude surveys, customer surveys, and accounting data are often used to anticipate
problems and to initiate change before crises are reached.
For major organizational changes, a clear and compelling vision, repeated via multiple
communication channels, will contribute to unfreezing and serve as a beacon during the
change process. A vision will be most effective when it appeals to a variety of
organizational stakeholders so as to constitute a shared vision.
Change. Change occurs when some program or plan is implemented to move the
organization or its members to a more satisfactory state. Change efforts can range from
minor (a simple skills training program) to major (extensive job enrichment). In order for
change to occur, people must have the capability and the opportunity and the motivation
to change. In other words, some degree of all three factors must be present for successful
change.
Refreezing. Refreezing occurs when the newly developed behaviours, attitudes, or
structures become an enduring part of the organization. The effectiveness of the change
program can be examined and the desirability of extending it further can be considered.
Refreezing does not mean fixed in stone. Rather it simply means that routines and
policies are in place to support the change.
In recent years there has been much debate about whether Lewin’s simple model of
change, especially the refreezing component, applies to firms in so called hyper-turbulent
environments, where constant, unpredictable, non-linear change is the norm. While the
model probably applies, there is little doubt that organizations in hyper-turbulent
environments face special challenges that require them to be constantly acquiring,
assimilating, and disseminating information so that they are ready for rapid change.
Ideally, this permits something that looks like seamless “morphing” rather than the step-
like process described by Lewin.
Copyright © 2026 Pearson Canada Inc.
