Convenience

F I G U R E 7 . 1
Steps in the Change Process
Managers must understand how and why to implement change. A manager who,
when implementing change, follows a logical and orderly sequence like the one
shown here is more likely to succeed than a manager whose change process is
haphazard and poorly conceived.
Chapter 7:
Organization Change and Innovation
1 9 7
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tobacco and food giant. Headquarters staffers in Atlanta know so little about what’s hap-
pening in New York that some call their office ‘the mushroom complex,’ where they are
kept in the dark.”
15
More recently, 13,500 British Airways cabin crew members voted
to participate in a strike over a heavily traveled holiday season. The action against the
airlines was spurred by high levels of uncertainty as British Airways planned to merge
with another airline and proposed cutting 1,700 jobs and freezing employee wages in
the process.
16
Threatened Self-Interests
Many impending changes threaten the self-interests of
some managers within the organization. A change might diminish their power or influence
within the company, so they fight it. Managers at Sears once developed a plan calling for a
new type of store. The new stores would be somewhat smaller than a typical Sears
store and would not be located in large shopping malls. Instead, they would be located in
smaller strip centers. They would carry clothes and other “soft goods,” but not hardware,
appliances, furniture, or automotive products. When executives in charge of the excluded
product lines heard about the plan, they raised such strong objections that the plan was
cancelled.