ob-ut5-4
TRANSCRIPT
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Managing Change
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Features:
Distrupts equilibrium
Effects complete orgn.; explicitly or implicitly
Continuous process
Proactive and reactive
Domino effect-related to systems approach
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What is organizational
change?
Unplanned change.
Occurs spontaneously or randomly.
May be disruptive or beneficial.
The appropriate goal is to act quickly to
minimize any negative consequences andmaximize any possible benefits.
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What is organizational
change?
Planned change.
The result of specific efforts by a change
agent. A performance gap is a direct response to
a perceived performance gap.
A discrepancy between the actual and desiredstate of affairs.
May reflect problems or opportunities.
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External Forces of
ChangeMarketplace
competition, buyers, supplementary goods.
Government laws and regulationsBudget & economic policies
Technology
Competitors, nature of job, mkt leaders.
Social:
wart ppl-autonomy, wkplace,
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Internal Forces of
ChangeCorporate strategy
The workforce
Technology and equipment
Employee attitudes
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Managing Planned
Change Goals of PlannedChange:
Improving the ability of
the organization toadapt to changes in its
environment.
Changing the behavior
of individuals and
groups in the
organization.
ChangeMaking things different.
Planned Change
Activities that are
intentional and goaloriented.
Change Agents
Persons who act ascatalysts and assume theresponsibility for managingchange activities.
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Categories of Planned Change
STRUCTUREAuthorityrelationships
Coordinatingmechanisms
Job redesign
Span of controlHierarchy
PEOPLE
Attitudes
Expectations
Perceptions
Behaviour
TECHNOLOGY
Work processes
New technology
Work methods
Changes in DM
TASK
Change intechnologyJob changes
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Change takes place in two folds: modification of orgn adaptation
modification of structure
Objectives of planned change:
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Process of planned change
Elements to be changed
Planning for change
Assessing change factors
Action for changeUnfreezing
Changing
Identify need to change
Refreezing
Feedback
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Detail of process Identify need to change: depends upon gap
analysis
Elements to be changed: structural , technological,ppl
Planning for change: determine change agents andtime to implement.
Assessing change forces: resistance to change,cooperation of ppl, kurt lewin-field of forces.
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Unfreezing the Status
Quo
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Lewins Three-Step Change Model
UnfreezingChange efforts to overcomethe pressures of bothindividual resistance andgroup conformity.
RefreezingStabilizing a changeintervention by balancingdriving and restraining forces.
Driving ForcesForces that direct behavior
away from the status quo.
Restraining ForcesForces that hinder movement
from the existing equilibrium.
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Lewins Three-Step
Change Model
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Actions for changeUnfreezing:
Changing old behavior
Motivating change Change of routine work
Changing/Movement:
Recognizing purpose to change
Encourage learning & reinforcement.
Encourage team efforts, defining newboundaries
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Refreezing: New standards achieved.
Tendency to reinforce to practice new standardsFeedback:
Establishes control & help in gap analysis
Responses to change: Willing acceptance Resistance Forced acceptance Rejection
Resistance can be a cost or a benefit
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Levels of resistance
Individual:
Economic Factors:
Skill obsolesce
Economic loss
Reduced opportunity
Psychological Factors:
Based on attitudes, emotions.
Ego defensiveness
Status quo
Lack of trust
Fear of unknown & failure
Social Factors: Feeling of outside interference
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Group resistance:Factors controlling resistance
Cohesiveness
Attempt to alter group norms
Group attractiveness
Vested interests.Orgn resistance:
Status quo
Counting past records
Resource limitations
Sunk cost
Inter-orgn agreement
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Sources of Individual
Resistance to Change
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Sources of Organizational
Resistance to Change
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Overcoming resistance to change
Individual level:Involvement
Commitment
Leadership
TrainingCounseling
Group level:Group contact
Participation
Group training
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Overcoming Resistance to
ChangeTactics for dealing with resistance
to change:
Education and communication Participation
Facilitation and support
Negotiation Manipulation & cooptation
Coercion