3-4
This document was uploaded by user and they confirmed that they have the permission to share it. If you are author or own the copyright of this book, please report to us by using this DMCA report form. Report DMCA
Overview
Download & View 3-4 as PDF for free.
More details
- Words: 1,073
- Pages: 19
Chapter 4:
Managing Change and Culture
Types of Change in Organizations • Technological changes – Changes in such things as new equipment and new processes. – – – – – – –
Machines Equipment Processes Automation Computers New raw materials Robots 2
Types of Change in Organizations • Environmental changes – All non-technical changes that occur outside the organization. • • • • • •
Laws Taxes Social trends Fashion trends Political trends Economic trends
• • • • •
Interest rates Consumer trends Competition Suppliers Population trends
3
Types of Change in Organizations • Internal changes – Budget adjustments, policy changes, personnel changes, etc. • • • • • •
Policies Procedures New methods Rules Reorganization Budget adjustment
• • • • •
Restructuring of jobs Personnel Management Ownership Products / services sold 4
Lewin’s Three-Step Model for Change 1. Unfreezing – Deals with breaking down the forces supporting or maintaining the old behavior. – Forces can include the formal reward system, reinforcement from the work group, and the individual’s perception of proper role behavior. 2. Presenting a new alternative – Involves offering a clear and attractive option representing new patterns of behavior. 5
Lewin’s Three-Step Model for Change 3. Refreezing – Requires that the change behavior be reinforced by the formal and informal reward systems and by the work group. It is in this step that the manager can play a pivotal role by positively reinforcing employee efforts to change.
6
Resistance to Change • Frequent reasons employees resist change: • • • • • •
Fear of the unknown. Economics. Fear that skills and expertise will lose value. Threats to power. Additional work and inconvenience. Threats to interpersonal relations.
7
Typical Change Scenarios 1. If employees cannot foresee how change will affect them, they will resist the change or be neutral at best. 2. If employees perceive that the change does not fit their needs and hopes, they will resist the change. 3. If employees see that the change is inevitable, they may first resist and then resign themselves to the change. 4. If employees view the change as being in their best interests, they will be motivated to make the change work. 8
Directing Change Recommended steps in issuing a change directive: 2. 3. 4.
Determine the response needed from the employee to accomplish the task effectively. Estimate the expected response if the directive is simply published or orally passed to the employee (as many are). If a discrepancy exists between the needed response and the estimated response, determine how the two responses can be reconciled (opposition is never an acceptable response).
9
Reducing Resistance to Change • • • • • •
Build trust Discuss upcoming changes Involve the employees Make sure the changes are reasonable Avoid threats Follow a sensible time schedule
10
Overcoming Resistance to Change Approach
Commonly Used in Situations
Advantages
Drawbacks
Education + Communication
Where there is a lack of information or inaccurate information and analysis
Once persuaded, people will often help with implementation of the change.
Can be timeconsuming if many people are involved
Participation + Involvement
Where the initiators do not have all the information they need to design the change, and where others have considerable power to resist
People who participate will be committed to implementing change, and any relevant information they have will be integrated into the change plan
Can be timeconsuming if participants design an inappropriate change
11
Overcoming Resistance to Change Approach
Commonly Used in Situations
Advantages
Drawbacks
Facilitation + Support
Where people are resisting because of adjustment problems
No other approach works as well with adjustment problems
Can be timeconsuming and expensive and still fail
Negotiation Where someone or + Agreement some group will clearly lose out in a change, and where that group has considerable power to resist
Sometimes it is a relatively easy way to avoid major resistance
Can be too expensive in many cases if it alerts others to negotiate for compliance
12
Overcoming Resistance to Change Approach
Commonly Used in Situations
Advantages
Drawbacks
Manipulation + Co-optation
Where other tactics will not work or are too expensive
It can be a Can lead to future relatively quick and problems if people inexpensive feel manipulated solution to resistance problems
Explicit + Implicit Coercion
Where speed is essential and the change initiators possess considerable power
It is speedy and can overcome any kind of resistance
Can be risky if it leaves people mad at the initiators
13
Model for Leading Change Establish a sense of urgency Create the guiding coalition Develop a vision and strategy Communicate the change vision Empower broad-based action Latent conflict Consolidate gains and produce more change Anchor new approaches in the culture 14
Organizational Development Diagnosis • Review available records • Survey questionnaires • Personal interviews • Direct observation Change planning • Identify specific problems • Outline resolution steps Intervention / education • Direct feedback • Team building • Sensitivity training Evaluation • Did the OD process produce the desired results?
15
Managing Innovation Four essential principles: 2. An organization’s approach to innovation must be comprehensive. 3. Innovation must include systematic, organized, and continual search for new opportunities. 4. Organizations must involve everyone in the innovation process. 5. An organization must work constantly to improve its climate for innovation. 16
Learning Organizations Five principles: 2. Systems Thinking: Managers must learn to see the big picture and not concentrate only on their part. 3. Personal Mastery: Individual managers and employees must be empowered to experiment, innovate, and explore. 4. Mental Models: Managers and employees should be encouraged to develop mental models to find new and better ways of doing things. 5. Shared Vision: Managers should develop and communicate a shared vision that can be used as a framework for addressing problems and opportunities. 6. Team Learning: Team learning is the process of aligning a team so as to avoid wasted energy and to get the desired results.
17
Organization Culture Seven identifying characteristics: 1. Individual autonomy 2. Structure 3. Support 4. Identification 5. Performance-reward 6. Conflict tolerance 7. Risk tolerance
18
Organization Culture Five justifications for large-scale change: 1. The organization has strong values that do not fit into a changing environment. 2. The industry is very competitive and moves with lightning speed. 3. The organization is mediocre or worse. 4. The organization is about to join the ranks of the very large companies. 5. The organization is small but growing rapidly. 19
Managing Change and Culture
Types of Change in Organizations • Technological changes – Changes in such things as new equipment and new processes. – – – – – – –
Machines Equipment Processes Automation Computers New raw materials Robots 2
Types of Change in Organizations • Environmental changes – All non-technical changes that occur outside the organization. • • • • • •
Laws Taxes Social trends Fashion trends Political trends Economic trends
• • • • •
Interest rates Consumer trends Competition Suppliers Population trends
3
Types of Change in Organizations • Internal changes – Budget adjustments, policy changes, personnel changes, etc. • • • • • •
Policies Procedures New methods Rules Reorganization Budget adjustment
• • • • •
Restructuring of jobs Personnel Management Ownership Products / services sold 4
Lewin’s Three-Step Model for Change 1. Unfreezing – Deals with breaking down the forces supporting or maintaining the old behavior. – Forces can include the formal reward system, reinforcement from the work group, and the individual’s perception of proper role behavior. 2. Presenting a new alternative – Involves offering a clear and attractive option representing new patterns of behavior. 5
Lewin’s Three-Step Model for Change 3. Refreezing – Requires that the change behavior be reinforced by the formal and informal reward systems and by the work group. It is in this step that the manager can play a pivotal role by positively reinforcing employee efforts to change.
6
Resistance to Change • Frequent reasons employees resist change: • • • • • •
Fear of the unknown. Economics. Fear that skills and expertise will lose value. Threats to power. Additional work and inconvenience. Threats to interpersonal relations.
7
Typical Change Scenarios 1. If employees cannot foresee how change will affect them, they will resist the change or be neutral at best. 2. If employees perceive that the change does not fit their needs and hopes, they will resist the change. 3. If employees see that the change is inevitable, they may first resist and then resign themselves to the change. 4. If employees view the change as being in their best interests, they will be motivated to make the change work. 8
Directing Change Recommended steps in issuing a change directive: 2. 3. 4.
Determine the response needed from the employee to accomplish the task effectively. Estimate the expected response if the directive is simply published or orally passed to the employee (as many are). If a discrepancy exists between the needed response and the estimated response, determine how the two responses can be reconciled (opposition is never an acceptable response).
9
Reducing Resistance to Change • • • • • •
Build trust Discuss upcoming changes Involve the employees Make sure the changes are reasonable Avoid threats Follow a sensible time schedule
10
Overcoming Resistance to Change Approach
Commonly Used in Situations
Advantages
Drawbacks
Education + Communication
Where there is a lack of information or inaccurate information and analysis
Once persuaded, people will often help with implementation of the change.
Can be timeconsuming if many people are involved
Participation + Involvement
Where the initiators do not have all the information they need to design the change, and where others have considerable power to resist
People who participate will be committed to implementing change, and any relevant information they have will be integrated into the change plan
Can be timeconsuming if participants design an inappropriate change
11
Overcoming Resistance to Change Approach
Commonly Used in Situations
Advantages
Drawbacks
Facilitation + Support
Where people are resisting because of adjustment problems
No other approach works as well with adjustment problems
Can be timeconsuming and expensive and still fail
Negotiation Where someone or + Agreement some group will clearly lose out in a change, and where that group has considerable power to resist
Sometimes it is a relatively easy way to avoid major resistance
Can be too expensive in many cases if it alerts others to negotiate for compliance
12
Overcoming Resistance to Change Approach
Commonly Used in Situations
Advantages
Drawbacks
Manipulation + Co-optation
Where other tactics will not work or are too expensive
It can be a Can lead to future relatively quick and problems if people inexpensive feel manipulated solution to resistance problems
Explicit + Implicit Coercion
Where speed is essential and the change initiators possess considerable power
It is speedy and can overcome any kind of resistance
Can be risky if it leaves people mad at the initiators
13
Model for Leading Change Establish a sense of urgency Create the guiding coalition Develop a vision and strategy Communicate the change vision Empower broad-based action Latent conflict Consolidate gains and produce more change Anchor new approaches in the culture 14
Organizational Development Diagnosis • Review available records • Survey questionnaires • Personal interviews • Direct observation Change planning • Identify specific problems • Outline resolution steps Intervention / education • Direct feedback • Team building • Sensitivity training Evaluation • Did the OD process produce the desired results?
15
Managing Innovation Four essential principles: 2. An organization’s approach to innovation must be comprehensive. 3. Innovation must include systematic, organized, and continual search for new opportunities. 4. Organizations must involve everyone in the innovation process. 5. An organization must work constantly to improve its climate for innovation. 16
Learning Organizations Five principles: 2. Systems Thinking: Managers must learn to see the big picture and not concentrate only on their part. 3. Personal Mastery: Individual managers and employees must be empowered to experiment, innovate, and explore. 4. Mental Models: Managers and employees should be encouraged to develop mental models to find new and better ways of doing things. 5. Shared Vision: Managers should develop and communicate a shared vision that can be used as a framework for addressing problems and opportunities. 6. Team Learning: Team learning is the process of aligning a team so as to avoid wasted energy and to get the desired results.
17
Organization Culture Seven identifying characteristics: 1. Individual autonomy 2. Structure 3. Support 4. Identification 5. Performance-reward 6. Conflict tolerance 7. Risk tolerance
18
Organization Culture Five justifications for large-scale change: 1. The organization has strong values that do not fit into a changing environment. 2. The industry is very competitive and moves with lightning speed. 3. The organization is mediocre or worse. 4. The organization is about to join the ranks of the very large companies. 5. The organization is small but growing rapidly. 19
