Changemanagement - UoM
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Transcript of Changemanagement - UoM
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Organizational culture
System of shared meaning held by membersthat distinguishes the organization from otherorganizations
It is a set of key characteristics that theorganization values
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Change Why?
Factors for change
Planned and unplanned change -Ex
Planned change because organization seeks toimprove and seeks change in employee behavior
Change agents- managers/ non managers,current, new, external
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Forces for Change
17-3
Nature of the Workforce Greater diversity
Technology Faster, cheaper, more mobile
computers and handheld devices
Economic Shocks Mortgage meltdown
Competition Global marketplace
Social Trends Environmental awareness and liberalization
of attitudes towards gay, lesbian and transgender employees World Politics
Opening of markets of China
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Planned ChangeChange
Making things different
Planned Change
An intentional, goal-oriented activity
Goals of planned change Improving the ability of the organization to adapt to changes
in its environment
Changing employee behavior
Change Agents
Persons who act as catalysts and assume the responsibilityfor managing change activities
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Resistance to change Why? resistance can be overt, immediate, implied or
deferred
Overt, immediate emps quickly respond,slow down of work, complaints, protest etc
Implied , deferred managing is challenging Difficult to recognize
Symptoms loss of loyalty, loss of motivation,absenteeism etc..
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Sources of Resistance to Change
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Sources of resistance Individual & organizational sourcesIndividual
Habit
Securitypeople with high need of security
fear of unknown Selective perception
Organizational factors
Stable policies change will become a challenge
now Limited changes in the subsystems, tend to be
deprived by the larger systems
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Group inertia individuals prefer change, butdue to norms...they dont
Threat to expertise changes may threatenthe expertise of the specialized groups
Threat to established power relationshipsany changes may affect the existing one
Threat to established resource allocationsgroups that control the sizable resources, maysee change as a threat
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Change Cisco
In view of introducing change management,Ciscos management changed the
departments VP three times and managers 8
times within a particular time period. Eachtime these managers tried to mold the dept intheir own way, which disturbed the existingflow of work.
This created a additional burden amongemployees. They became confused abouttheir jobs. Result increased attrition rate!
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How to overcome resistance Educate and communicate
Participation during the decision making process,they can be participated
Building support & commitment counseling, new
skills training , paid leave, etc
Implement change fairly
manipulation and cooptation cooptation buying
Select people with high adaptability
coercion
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Managing change
Approaches: 1)Lewins three Step model:
Successful change should follow 3 steps: Unfreeze status quo
Movement to a desired end Refreez the new change
Ex: oil company tried to consolidate threelocations together
Transfer, downsizing, new hierarchy ofcommand
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Lewins Three-Step Change
Model Unfreezing
Change efforts to overcome the pressures of bothindividual resistance and group conformity byincreasing the driving force and decreasing the
restraining force Moving
Moving from the status quo to the desired end state
Refreezing
Stabilizing a change intervention by balancingdriving and restraining forces
17-12
Unfreeze Move Refreeze
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Moving, new environment, new schools, theyhad only one option quit (many did)
To move to the desired end, unfreezing is
mandatory :a) driving forces can be increased (positiveincentives)
b) restraining forces can be reduced
(or combine both, if required)
Once the changes are adjusted, refreeze it
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Lewin: Unfreezing the Status
Quo Driving Forces
Forces that direct behavior away from the statusquo
Restraining Forces
Forces that hinder movement from the existingequilibrium
17-14
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Kotters Eight-Step Plan A detailed approach to implementing change that
is built on Lewins three-step model
To implement change:1. Establish a sense of urgency
2. Form a coalition
3. Create a new vision
4. Communicate the vision
5. Empower others by removing barriers6. Create and reward short-term wins
7. Consolidate, reassess, and adjust
8. Reinforce the changes
17-15
Unfreezing
Movement
Refreezing
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Action research Change process based on systematic
collection of date a d then the selection of achange action based on what the analyzeddata
Scientific methodology (change agent doesthis ) Diagnosis
Analyze
Feedback Action
evaluation
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OD A collection of planned change interventions, built on
humanistic democratic values that seek to improveorganizational effectiveness and employee well being
Underlying values in OD effort:
Respect for People Trust & support an organization should provide this
Power equalization deemphasize hierarchical authority
Confrontation -problems shouldnt be kept under rug
Participation participate the emps in decision making
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OD technique to bring change
1)Training
2)Survey feedback
3)Process consultation done by agent from outside
Understand the problems and act as a guide/coach
4)Team building ex: problem solving teams
5)Appreciative inquiry rather than looking for theproblems to fix, this approach seeks to identy theunique qualities and strengths of an organization ,
and that can be built on to improve performance
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How to create that culture for change?
Innovation
Change
By stimulating that culture of innovation, organizationcan create a culture of change
By creating a learning organization
Learning organization organization that hasdeveloped a continuous capacity to adapt and change When an error is detected, it s corrected in ways that involve
the modification of the organizations objectives, policies, andstandard routines
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Overall coordination, interaction, support amongemployees
They have a shared view
People openly communicate