Change
- Making things different
Planned Change
- Change activities that are intentional and goal oriented
Change Agents
- Persons who act as catalysts and assume the responsibility for managing activities
Forces for Change
- Nature of workforce: more cultural diverse
- Technology
- Economic shocks: rise and fall of global housing market
- Competition: Global competitors
- Social Trends: increased environmental awareness, more multitasking and connectivity
- World politics:
Individual Sources Resistant to Change
- Habit: rely on habits, when confronted with change, tendency to respond in accustomed ways
- Security: people with high need for security, threatens feeling of safety
- Economic factors: changes in job tasks can arouse economic fears, fear will not be a
Organizational Sources Resistant to Change
- Structural inertia: orgs have built in mechanisms to produce stability, when org is confronted with change, structural inertia acts as counterbalance to maintain stability
- Limited focus of change- one cannot be changed without affecting others
- Group
Overcoming Resistance to Change
- Education and communication
- Participation: difficult to resist change when we have participated
- Building support and commitment: employees more accepting of changes when they are committed to the org as a whole
- Implementing changes fairly
- Develo
Politics of Change
- Politics suggest impetus for change more likely to come from outside change agents, employees new to org (who have less invested in status quo), or managers slightly removed from main power structure
Lewin's 3 Step Model
1. Unfreezing status quo
2. Movement to desired end state
3. Refreezing new change to make it permanent
Unfreezing
- Changing to overcome the pressures of both individual resistance and group conformity
Movement
- A change process that transforms the organization from the status quo to a desired end state
Refreezing
- Stabilizing a change intervention by balancing driving and restraining forces
Driving Forces
- Forces that direct behavior away from the status quo
Restraining Forces
- Forces that hinder movement from existing equilibrium
Kotter's 8 Step Plan For Implementing Change
1. Establish sense of urgency, create compelling reason for why change is needed
2. Form a coalition with enough power to lead change
3. Create a new vision to direct change/ strategies for achieving vision
4. Communicate vision throughout org
5. Empower
Action Research
- Change process based on systematic collection of data and then selection of a change action based on what the analyzed data indicate
- Providing scientific methodology for managing planned change
- 5 Steps:
1. Diagnosis
2. Analysis
3. Feedback
4. Action
Organizational Development
- Collection of planned change interventions, built on humanistic-democratic values, that seeks to improve organizational effectiveness and employee well-being
- Value human and organizational growth, collaborative and participative process, and a spirit
Underlying values in most OD efforts
1. Respect for people
2. Trust and support
3. Power equalization
4. Confrontation: problems should be openly confronted, not swept under rug
5. Participation
Sensitivity Training
- Training groups that seek to change behavior through unstructured group interaction
Survey Feedback
- The use of questionnaires to identify discrepancies among member perceptions
- Discussion follows and remedies are suggested
Process Consultation (PC)
- A meeting in which a consultant assists a client in understanding process events with which he or she must deal and identifying process that need improvement
Team Building
- High interaction among team members to increase trust and openness
Intergroup Development
- OD efforts to change the attitudes, stereotypes, and perceptions that groups have of each other
Appreciative Inquiry (AI)
- An approach that seeks to identify the unique qualities and special strengths of an organization, which can then be built on to improve performance
Innovation
- More specialized kind of change, new idea applied to initiating or improving a product, process, or service
Sources of Innovation
- Structural variables have been most studied potential source of innovation
1. Organic structures positively influence innovation
2. Long tenure in management is associated with innovation (provides legitimacy and knowledge)
3. Innovation is nurtured whe
Idea Champions
- Individuals who take an innovation and actively and enthusiastically promote the idea, build support, overcome resistance, and ensure the idea is implemented
Learning Organization
- An org that has developed the continuous capacity to adapt to change
Single-Loop Learning
- Process of correcting errors using past routines and present policies
Double-Loop Learning
- Process of correcting errors by modifying the organization's objectives, policies, and standard routines
- Provides opportunities for radically different solutions to problems
Managing Learning
1. Establish strategy
2. Redesign org's structure
3. Reshape org's culture
Stress
- An unpleasant psychological process that occurs in response to environmental pressures
- Confronted with an opportunity, demand, or resource related to what the individual desires and for which the outcome is perceived to be both uncertain and important
Challenge Stressors
- Stressors associated with workload, pressure to complete tasks, and time urgency
Hindrance Stressors
- Stressors that keep you from reaching your goals
- Red tape, office politics, confusion over job responsibilities
Demands
- Responsibilities, pressures, obligations, and even uncertainties that individuals face in the workplace
Resources
- Things within an individual's control that can be used to resolve demands
Potential Sources of Stress
- Environmental Factors: economic uncertainty, political uncertainty, technological change
- Organizational Factors: task demands (job), role demands (pressure to function in particular role), interpersonal demands (created by other employees)
- Personal
Stressors are additive
- Stress is an additive phenomenon
- It builds up
Consequences of Stress
1. Physiological symptoms: health and medical, changes in metabolism, heart rate
2. Psychological symptoms: job dissatisfaction
3. Behavioral symptoms: reductions in productivity, absence, turnover, change in eating habits, fidgeting, rapid speech, sleep
Managing Stress Individually
1. Making daily lists of activities to be accomplished
2. Prioritizing activities by importance
3. Scheduling activities according to priorities
4. Knowing daily cycle and handling job when you are most alert and productive
5. Avoiding electronic distract
Organizational Approaches
1. Goal setting
2. Redesigning jobs, give employees meaningful work
3. Increasing employee involvement
4. Organizational communication
Wellness Programs
- Organizationally supported programs that focus on the employee's total physical and mental condition