7/30/2019 Managing Change Handouts.pptx
1/29
Managing Change
7/30/2019 Managing Change Handouts.pptx
2/29
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.
7/30/2019 Managing Change Handouts.pptx
3/29
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.
7/30/2019 Managing Change Handouts.pptx
4/29
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.
7/30/2019 Managing Change Handouts.pptx
5/29
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.
7/30/2019 Managing Change Handouts.pptx
6/29
Homeostasis
Self-correcting characteristics of organizations.
7/30/2019 Managing Change Handouts.pptx
7/29
Resistance to change
Resistance to change
Consists of any employee behaviors designed
to discredit, delay, or prevent the
implementation of a work change.
7/30/2019 Managing Change Handouts.pptx
8/29
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.
7/30/2019 Managing Change Handouts.pptx
9/29
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.
7/30/2019 Managing Change Handouts.pptx
10/29
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
7/30/2019 Managing Change Handouts.pptx
11/29
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
7/30/2019 Managing Change Handouts.pptx
12/29
Sociological factors; group interests
Political coalitions
Opposing group values
Parochial, narrow outlook
Vested interests
Desire to retain existing friendships
7/30/2019 Managing Change Handouts.pptx
13/29
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.
7/30/2019 Managing Change Handouts.pptx
14/29
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.
7/30/2019 Managing Change Handouts.pptx
15/29
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.
7/30/2019 Managing Change Handouts.pptx
16/29
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.
7/30/2019 Managing Change Handouts.pptx
17/29
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
7/30/2019 Managing Change Handouts.pptx
18/29
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.
7/30/2019 Managing Change Handouts.pptx
19/29
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.
7/30/2019 Managing Change Handouts.pptx
20/29
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.
7/30/2019 Managing Change Handouts.pptx
21/29
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.
7/30/2019 Managing Change Handouts.pptx
22/29
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.
7/30/2019 Managing Change Handouts.pptx
23/29
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.
7/30/2019 Managing Change Handouts.pptx
24/29
Contingency Orientation
Summary and Application The OD process applies behavioral
science knowledge and strategies to
improve an organization.
7/30/2019 Managing Change Handouts.pptx
25/29
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.
7/30/2019 Managing Change Handouts.pptx
26/29
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.
7/30/2019 Managing Change Handouts.pptx
27/29
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.
7/30/2019 Managing Change Handouts.pptx
28/29
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
7/30/2019 Managing Change Handouts.pptx
29/29
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
Top Related