managing change handouts.pptx

7/30/2019 Managing Change Handouts.pptx

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Managing Change


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The nature of work change

Work change

Is any alteration that occurs in the work

environment.

Proactive roles

Anticipating events, initiating change, and taking

control of the organizations destiny.

Reactive roles

Responding to events, adapting to change, and

tempering the consequences of change.


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Responses to change

How individual attitudes affect response to change

Personal history

Refers to peoples biological processes, their backgrounds (e.g.,

family, job, education), and all their social experiences away

from work.

Work environment

Reflects the fact that workers are members of a group and their

attitudes are influenced by its codes, patterns, and norms.


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The Hawthorne effect

The mere observation of a group (or more precisely,

the perception of being observed and ones

interpretation of its significance) tends to change thegroup.

The"Hawthorne Effect" describes the effects that

observing, surveying, and showing an interest in

workers & the workplace have on the performance of

the workers and their productivity.


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Group response to change

People interpret change individually and have

their own probable response to it. However, they

often show their attachment to the group byjoining with other group members in some

uniform response to the change.


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Homeostasis

Self-correcting characteristics of organizations.


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Resistance to change

Resistance to change

Consists of any employee behaviors designed

to discredit, delay, or prevent the

implementation of a work change.


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Reasons for resistance

First, they may not feel comfortable with the

nature of the change itself.

A second reason for resistance stems from the

methodby which change is introduced.

A third reason for resistance is the inequity

experienced when people perceive

themselves being change while someone else

appears to gain the benefits of the change.


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Types of resistance

Logical resistance

This is based on disagreement with the facts, rational reasoning,

logic and science.

Psychological resistance

This is typically based on emotions, sentiments, and attitudes.

Sociological resistance

Sociological resistance also is logical, when it is seen as a product

of a challenge to group interests, norms, and values.


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Types of resistance to change among

employees

Logical, rational objections

Time required to adjust

Extra effort to relearn

Possibility of less desirable conditions, such as skill

downgrading

Economic costs of change

Questioned technical feasibility of change


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Psychological, emotional attitudes

Psychological, emotional attitudes

Fear of the unknown

Low tolerance of change

Dislike of management or other change agent

Lack of trust in others

Need for security; desire for status quo


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Sociological factors; group interests

Political coalitions

Opposing group values

Parochial, narrow outlook

Vested interests

Desire to retain existing friendships


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Transformational leadership and

change

Transformational leaders

They are managers who initiate bold strategic

changes to position the organization for its future.

Vision

A crystalized long-range image or idea of what can

and should be accomplished.


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Charisma

A leadership characteristic that can help influence employees to

take early and sustained action.

Double-loop learning

Develop peoples capacity to learn from the experience of change.

Single-loop learning

Employees simply solve current problems and blindly adapt to

changes which have been imposed to them.


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Three stages in change

Unfreezing

Old ideas and practices need to be cast aside so

that new ones can be learned.

Changing

New ideas and practices are learned.

Refreezing

Means that what has been learned is integrated

into actual practice.


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The organizational learning curve for

change

Organizational learning curve for change

It is the period of adaptation that follows change,

typically means there will be a temporary decline

in effectiveness before a group reaches a newequilibrium.


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Guidelines for managing change

1. Make only necessary and useful change.

2. Teach employees to expect continual change and the need to

develop new skills.

3. Change by evolution (that is, gradually, not dramatically)

4. Recognize the possibility of resistance to change, and develop

appropriate (positive) strategies for confronting each source of

resistance


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5. Involve employees throughout the change process to diminish

resistance.

6. Share the benefits of change with employees.

7. View organizational change as an extended process, and pay

particular attention to the unfreezing and refreezing stages.

8. Diagnose the problems remaining after a change occurs, and

treat them.


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Understanding organization

development

Organization development (OD)

Is the systematic application of behavioral science

knowledge at various levels (group, intergroup,

and total organization) to bring about plannedchange.


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Common Organization Development

Assumptions

Individuals

People want to grow and mature.

Employees have much to other that is not now

being used at work. Most employees desire the opportunity to

contribute.

Groups Groups and teams are critical to organizational

success.


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Groups have powerful influences on individualbehavior.

The complex roles to be played in group requireskill development.

Organization Excessive controls, policies, and rules are

detrimental.

Conflict can be functional if properly channeled.

Individual and organization goals can be

compatible.


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Characteristics of Organization

Development

Humanistic Values

The positive beliefs about the potential and desire

for growth among employees.

Use of a Change Agent

Role is to stimulate, facilitate, and coordinate

change.


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Problem Solving

It trains the participants to identify and solveproblems that are important to them.

Experiential Learning

It is when participants learn by experiencing inthe training environment the kinds of humanproblems they face on the job.

Interventions at Many Levels

The general goal of the organizationdevelopment is to build more effectiveorganizations ones that will continue tolearn, adapt, and improve.


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Contingency Orientation

Summary and Application The OD process applies behavioral

science knowledge and strategies to

improve an organization.


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Organization Development Process

Initial Diagnosis

The consultant meets with top management to

determine the nature of the firms problems, to

develop the OD approaches most likely to besuccessful, and to ensure the full support of top

management.


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Data collection

Surveys may be made to determineorganizational climate and behavioralproblems.

Data feedback and confrontation

Work groups are assigned to review thedata collected, to mediate areas of

disagreement, and to establish prioritiesfor change.


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Action Planning and Problems Solving

Groups use the data to develop specificrecommendations for change.

Use of interventions

Once the action planning is completed, the

consultant helps the participants select and useappropriate OD interventions.

Evaluation and Follow-up

The consultant helps the organization evaluate theresults of its OD efforts and develop additionalprograms in areas where additional results areneeded.


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Benefits of OD

Change throughoutorganization

Greater motivation

Increased productivity Better quality of work

Higher job satisfaction

Improved teamwork

Better resolution ofconflict

Commitment to

objectives Increased willingness

to change

Reduced absences

Lower turnover Creation of learning

individuals and groups


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Limitations of OD

Major time

requirements

Substantial expense

Delayed payoff period

Possible failure

Possible invasion of

privacy Possible of

psychological harm

Potential conformity

Emphasis on group

processes rather than

performance Possible conceptual

ambiguity

Difficulty in evaluation

Cultural incompatibility

managing change handouts.pptx

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