typo fixes

modules/m70659/index.cnxml

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 <media id="ch10media05" alt="A two-way table shows the patterns and structures that appear in an organization through four phases." longdesc="10-5-longdesc.txt"><image mime-type="image/png" src="../../media/Exhibit 10-5 Organizational Life Cycle.png"/></media>
 <caption>(Attribution: Copyright Rice University, OpenStax, under CC-BY 4.0 license)</caption>
 </figure>
-<para id="fs-idm390289520">The second phase, <emphasis effect="italics">survival and early success</emphasis>, occurs as an organization begins to scale up and find continuing success. The organization develops more formal structures around more specialized job assignments. Incentives and work standards are adopted. The communication shifts to a more formal tone with the introduction of hierarchy with upper- and lower-level managers. It becomes impossible for every employee to have personal relationships with every other employee in the organization. At this stage, it becomes appropriate for introduce mechanistic structures that support the standardization and formalization required to create effective coordination across the organization.</para>
+<para id="fs-idm390289520">The second phase, <emphasis effect="italics">survival and early success</emphasis>, occurs as an organization begins to scale up and find continuing success. The organization develops more formal structures around more specialized job assignments. Incentives and work standards are adopted. The communication shifts to a more formal tone with the introduction of hierarchy with upper- and lower-level managers. It becomes impossible for every employee to have personal relationships with every other employee in the organization. At this stage, it becomes appropriate to introduce mechanistic structures that support the standardization and formalization required to create effective coordination across the organization.</para>
 <para id="fs-idm373061760">In a third phase, <emphasis effect="italics">sustained success</emphasis> or <emphasis effect="italics">maturity</emphasis>, the organization expands and the hierarchy deepens, now with multiple levels of employees. Lower-level managers are given greater responsibility, and managers for significant areas of responsibility may be identified. Top executives begin to rely almost exclusively on lower-level leaders to handle administrative issues so that they can focus on strategic decisions that affect the overall organization. At this stage, the mechanistic structures of the organization are strengthened, and functional structures may be introduced. Often, tension emerges over how to find balance in the structure. Most organizations at this stage of development need to have elements of a mechanistic bureaucracy while maintaining an environment that allows for the innovation and flexibility that is a feature of an organic structure.</para>
 <para id="fs-idm366833200">A transition to the fourth phase, <emphasis effect="italics">renewal</emphasis> or <emphasis effect="italics">decline</emphasis>, occurs when an organization expands to the point that its operations are far-flung and need to operate somewhat autonomously. Functional structures become almost essential, and subunits may begin to operate as independent businesses. Often, the tensions in the company between mechanistic and organic inclinations may be out of balance. To address these issues, the organization has to be reorganized or restructured to achieve higher levels of coordination between and among different groups or subunits. Managers may need to address fundamental questions about the overall direction and administration of the organization.</para>
 <para id="fs-idm371914368">To summarize, the key insight about the organizational life cycle is that the needs of an organization will evolve over time. Different structures are needed at different stages as an organization develops. The needs of employees will also change. An understanding of the organizational life cycle provides a framework for thinking about changes that may be needed over time.</para>

modules/m70660/index.cnxml

@@ -65,7 +65,7 @@
 <caption>(Attribution: Copyright Rice University, OpenStax, under CC-BY 4.0 license)</caption>
 </figure>
 <para id="fs-idm383692368">First, an organization must be "unfrozen" in that existing norms, routines, and practices need to be disrupted. This can be done in several ways. For example, structural changes that cause a disruption in the system can be introduced to the organization. Similarly, the introduction of a new technology or policy can cause an organization to "unfreeze." Whatever the cause, unfreezing sets the stage for change.</para>
-<para id="fs-idm393222496">Next, changes are introduced in the organization to shift the system to a new state or reality. Typically, people react to moments of disorder by creating a new form of order. As changes are introduced, managers might provide a number of interventions that help people adjust to the new norms of reality they are facing. For example, they might require employees to go through a training program, or they might hold discussion sessions or town-hall meetings with people talk about the changes and troubleshoot. The intent of this phase is to help people adjust to the expected change.</para>
+<para id="fs-idm393222496">Next, changes are introduced in the organization to shift the system to a new state or reality. Typically, people react to moments of disorder by creating a new form of order. As changes are introduced, managers might provide a number of interventions that help people adjust to the new norms of reality they are facing. For example, they might require employees to go through a training program, or they might hold discussion sessions or town-hall meetings with people to talk about the changes and troubleshoot. The intent of this phase is to help people adjust to the expected change.</para>
 <para id="fs-idm364182144">The final phase is to "refreeze" the organization. That is, leaders of the organization reinforce the new norms or practices that should accompany the change. They might adjust the resources, policies, and routines to fit the new expected norms.</para>
 <para id="fs-idm364669472">Lewin’s model explains a very basic process that accompanies most organizational changes. That is, many people prefer a stable, predictable organization, and they become accustomed to the routines that exist in their organizational environment. For this reason, common routines and behaviors need to be disrupted. When past routines and behaviors are no longer available, people naturally adjust. As they react to a new reality, they establish new routines and patterns of behavior.</para>
 <para id="fs-idm369723808">However, Lewin’s model is most understandable when we assume that an organization is generally stable unless otherwise acted upon. That is, this model seems to fit in organizations in which any change is likely to last for a long period of time. Such a stable organizational context is increasingly rare in contemporary society.</para>
@@ -83,7 +83,7 @@
 <para id="fs-idm390235664">In the third phase, <emphasis effect="italics">create a vision of change</emphasis>, the manager and guiding coalition together create a vision of the expected change. They outline the scope of the change, the reason for the change, and what will be better or different as a result of the change.</para>
 <para id="fs-idm394048976">The fourth step is to <emphasis effect="italics">communicate the vision</emphasis>—reach out to all members of the organization and communicate the vision for change. Ideally, they connect with all the key areas of the organization that will be affected. They clearly explain why the change is needed and how the change should unfold. If needed, they answer questions and clarify problems.</para>
 <para id="fs-idm517566112">The fifth step is to <emphasis effect="italics">remove any obstacles.</emphasis> This step is intended to reduce the resistance to change and/or to provide the necessary resources to make the change successful. The success of this step helps to smooth the way for successful implementation.</para>
-<para id="fs-idm380296496">The sixth step is to <emphasis effect="italics">create small wins</emphasis>. A very powerful way to encourage people to support changes to help them to see the path to success. Short wins signal to the organization that a change is possible and that tangible benefits will come once the change is fully implemented.</para>
+<para id="fs-idm380296496">The sixth step is to <emphasis effect="italics">create small wins</emphasis>. A very powerful way to encourage people to support change is to help them see the path to success. Small wins signal to the organization that a change is possible and that tangible benefits will come once the change is fully implemented.</para>
 <para id="fs-idm368905552">The seventh step is to <emphasis effect="italics">consolidate improvements</emphasis>. Small changes build up over time and become big changes. As the organization successfully moves toward implementation, it is important to consolidate and solidify successes. Managers should reinforce and celebrate small wins and milestones. The unfolding success of the change helps to convince all members of the organization that the change is real and will produce its intended benefits.</para>
 <para id="fs-idm397055648">The last step is to <emphasis effect="italics">anchor the changes.</emphasis> In this step, the new norms and practices that accompany the change are standardized and refined. The mode of change moves from transformational to incremental. Refinements are implemented to fine-tune the change and to capture all the intended benefits.</para>
 <para id="fs-idm373120720">Kotter’s model is especially useful in situations where the desired change is reasonably predictable and where leaders are empowered to drive the change down through an organization. One challenge is that many employees may resist change if they have had no hand in shaping the plans. This is especially true if they do not fully comprehend the urgency of the change or the vision for the change. In this regard, it tends to be used when leaders hold a deficit-based view and are generally inclined to take a top-down approach from a conventional perspective. Still, where leaders need to clearly define and implement a large-scale change, Kotter’s model may work very effectively.</para>