Organizational Behavior (18th Edition) (What's New in Management)
Organizational Behavior (18th Edition) (What's New in Management)
18th Edition
ISBN: 9780134729329
Author: Stephen P. Robbins, Timothy A. Judge
Publisher: PEARSON
bartleby

Concept explainers

Question
Book Icon
Chapter 18, Problem 1CR
Summary Introduction

To determine:

The differences between the forces for change and planned change

Introduction:

Change: Change occurs when the organizational system of the business is affected by an internal or external force

Expert Solution & Answer
Check Mark

Explanation of Solution

Forces for change are unplanned and unforeseen factors that cause change within an organization. These often come as shocks to the business, such as a global recession, and so the business will not immediately have a plan to deal with these changes. It may also disrupt the firm’s corporate strategy, especially if it is a negative factor, such as the rise in global competition that may cause the firm’s market share to fall below target.

In contrast, planned change is intentional and specifically carried out by change agents, in order to achieve a certain goal, or in order to change with external factors. For example, a firm may choose to increase the racial and gender-based diversity of its workforce in response to increased importance placed on diversity in current society. Furthermore, planned change usually causes the business to achieve a specific goal, and thus ultimately works towards the fulfillment of the firm’s corporate strategy.

Therefore, forces for change force a business to implement a plan to manage the change, whereas planned change is the result of a business strategy.

Want to see more full solutions like this?

Subscribe now to access step-by-step solutions to millions of textbook problems written by subject matter experts!
Students have asked these similar questions
For PurrTech’s expansion into Germany, I’ve decided to use a polycentric staffing approach—meaning we’ll hire German professionals to run our operations there. I believe this is the most respectful and effective choice. After all, no one knows how to do business in Germany better than those who live and work there. I want to build something that fits the local culture, not just transplant our way of doing things. Germany is home to a highly skilled and well-educated workforce, especially in technical fields. Their strong focus on vocational training and quality makes this a great opportunity to learn and grow alongside our team there. By working with local talent, we can adapt our products and operations to meet the expectations of German consumers and regulators without missing a beat. When it comes to hiring for leadership roles, my top priority is finding people who combine a solid understanding of local laws and regulations with a forward-thinking, solution-focused mindset. I’m…
What is a good response to this post? The cultural nuances and education levels in Italy for our new operations, a hybrid staffing approach leaning towards a regiocentric model is most strategic. While initially, a few key global-strategy-aligned individuals might be placed in top leadership an ethnocentric element the primary focus will be on recruiting Italian talent for managerial, administrative, and plant worker roles. Italian managers bring invaluable local market understanding and cultural intelligence crucial for navigating business practices and building relationships. A well-educated local workforce is available for administrative tasks, ensuring smooth daily operations. For plant workers, local hiring is practical and fosters community goodwill. However, my paramount hiring requirement across all levels is adaptability, a growth mindset, and particularly, cultural intelligence. Success in Italy demands individuals who can not only perform their duties but also navigate the…
What is a good response to this post? A hybrid staffing approach would be the most effective for Nike's expansion into China. This approach allows for Nike to place local professionals in China in key roles, which respect local customs, cultural norms and consumer preferences. Also, it ensures Nike maintains its global standards, innovation mindset and unified brand culture across markets.  When selecting staff for the expansion I would recommend the top requirement to be adaptability and a growth mindset. While technical knowledge and experience is important, the ability to adjust to change, work across cultural boundaries, and have continuous learning is vital in the fast-evolving environment. Having this mindset supports long-term success, fosters innovation, and helps employees navigate challenges naturally.
Knowledge Booster
Background pattern image
Management
Learn more about
Need a deep-dive on the concept behind this application? Look no further. Learn more about this topic, management and related others by exploring similar questions and additional content below.
Similar questions
SEE MORE QUESTIONS
Recommended textbooks for you
Text book image
Understanding Business
Management
ISBN:9781259929434
Author:William Nickels
Publisher:McGraw-Hill Education
Text book image
Management (14th Edition)
Management
ISBN:9780134527604
Author:Stephen P. Robbins, Mary A. Coulter
Publisher:PEARSON
Text book image
Spreadsheet Modeling & Decision Analysis: A Pract...
Management
ISBN:9781305947412
Author:Cliff Ragsdale
Publisher:Cengage Learning
Text book image
Management Information Systems: Managing The Digi...
Management
ISBN:9780135191798
Author:Kenneth C. Laudon, Jane P. Laudon
Publisher:PEARSON
Text book image
Business Essentials (12th Edition) (What's New in...
Management
ISBN:9780134728391
Author:Ronald J. Ebert, Ricky W. Griffin
Publisher:PEARSON
Text book image
Fundamentals of Management (10th Edition)
Management
ISBN:9780134237473
Author:Stephen P. Robbins, Mary A. Coulter, David A. De Cenzo
Publisher:PEARSON