2918350 ppt of manaing change
TRANSCRIPT
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Managing,
and LeadingOrganizational
Change
Welcome to . . .
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What are your reactions when you hear the
word change?
Negative perceptions.
Positive perceptions.
Your Perceptions of Change
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Types of Organizational Change
Anticipatory changes: planned changes based onexpected situations.
Reactive changes: changes made in response to
unexpected situations.
Incremental changes: subsystem adjustmentsrequired to keep the organization on course.
Strategic changes: altering the overall shape ordirection of the organization.
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Forces of Change
External Forces
Market Place
Govt Laws and Regulations
Technology
Labor market
Economic Change
Internal Forces
Changes in Organisational
Strategies
Workforce change
New Equipment
Employee Attitude
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Individual Reactions to Change
How People Respond to Changes They Like?
Three-stage process
Unrealistic optimism
Reality shock
Constructive direction
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Individual Reactions to Change (contd)
How People Respond to Changes They Fear
and Dislike?
Stages
Getting off on the wrong track Laughing it off
Growing self-doubt
Destructive direction
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Change: Organizational and
Individual Perspectives (contd)
Tuning
The most common, least intense, and least risky type
of change.
Also known as preventive maintenance and kaizen(continuous improvement).
Key is to actively anticipate and avoid problems
rather than waiting for something to go wrong.
Adaptation Incremental changes that are in reaction to external
problems, events, or pressures.
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Re-Orientation
Change that is anticipatory and strategic in scope and
causes the organization to be significantly redirected.
Also called frame bending(Nadler and Tushman). Re-Creation
Intense and risky decisive change that reinvents the
organization.
Also called frame breaking (Nadler andTushman).
Change: Organizational and Individual
Perspectives (contd)
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Why Do Employees
Resist Change?
Surprise
Unannounced significant changes threaten employees sense ofbalance in the workplace.
Inertia
Employees have a desire to maintain a safe, secure, andpredictable status quo.
Misunderstanding and lack of skills
Without introductory or remedial training, change may beperceived negatively.
Poor Timing Other events can conspire to create resentment about a
particular change.
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Why Do Employees Resist Change? (contd)
Emotional Side Effects
Forced acceptance of change can create a sense ofpowerlessness, anger, and passive resistance to change.
Lack of Trust
Promises of improvement mean nothing if employees do nottrust management.
Fear of Failure
Employees are intimidated by change and doubt their abilities tomeet new challenges.
Personality Conflicts Managers who are disliked by their managers are poor conduits
for change.
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Threat to Job Status/Security
Employees worry that any change may threaten their
job or security.
Breakup of Work Group Changes can tear apart established on-the-job social
relationships.
Competing Commitments
Change can disrupt employees in their pursuit of
other goals.
Why Do Employees Resist Change? (contd)
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Overcoming Resistance to Change
Strategies for Overcoming Resistance to
Change
Education and communication
Participation and involvement Facilitation and support
Negotiation and agreement
Manipulation and co-optation
Explicit and implicit coercion
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LEADER ACTION:
Stability
Comfort and
control
Lookin
g Back
Looking
Forward
Chaos
Fear,Anger and
ResistanceEnquiry,
Experimentatio
n and
Discovery
Learning,
Acceptance &
Commitment
Create a feltneed ofchange
Stabilize andSustain thechange
Introduce
thechange
Revise and
finalize thechange plan
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Making Change Happen
Two Approaches to Organization Change
Organization Development (OD)
Formal top-down approach
Grassroots Change
An unofficial and informal bottom-up approach
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Planned Change Through Organization
Development (OD)
Organization development (OD)
Planned change programs intended to help people
and organizations function more effectively.
Applying behavioral science principles, methods,and theories to create and cope with change.
OD creates fundamental change in the
organization, as opposed to fixing a problem or
improving a procedure.
OD programs generally are facilitated by hired
consultants,
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Planned Change Through Organization
Development (OD) (contd)
Objectives of OD
Deepen the sense of organizational purpose.
Strengthen interpersonal trust.
Encourage problem solving rather than avoidance. Develop a satisfying work experience.
Supplement formal authority with knowledge and skill-
based authority.
Increase personal responsibility for planning andimplementing.
Encourage willingness to change.
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Planned Change Through Organization
Development (OD) (contd)
The OD Process (Kurt Lewin)
Unfreezing, changing, and refreezing social systems
Unfreezing: neutralizing resistance by preparing
people for change. Changing: implementing the planned change
Refreezing: systematically following a change
program for lasting results.
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Unofficial and Informal Grassroots Change
Grassroots Change
Change that is spontaneous, informal, experimental,and driven from within.
Tempered Radicals
People who quietly try to change the dominantorganizational culture in line with their convictions.
Guidelines for tempered radicals
Think small for big results.
Be authentic.
Translate.
Dont go it alone.
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Managing Change
Structure
Technology
People
Work specialization,Departmentalization,
Chain of Command Span of Control,
Formalization,Job Redesign
Attitude, Expectations, Perception and
Behavior
Work Process, Methods and Equipments
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Innovation
C
R
E
A
T
I
VI
T
Y
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Stimulating Innovation
Creativity
The ability to combine ideas in a
unique way or to make an unusual
association.
Innovation
Turning the outcomes of the creation
process into useful products,services, or work methods.
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System View of Innovation
Transformation Outputs
Creative Individuals,
Groups and
Organizations
Creative Environment,
Process and Situation
Innovative Products,
Work Methods
Inputs
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Innovation Variables
Innovative Variables
Structural Variables
Organic structure
Communication
Abundant resources
High interunit stimulate
Work and network support
Cultural variables
Acceptance of ambiguity
Positive feedbackLow external control
Tolerance of risks
Tolerance of conflicts
Focus on ends
Open system focus
HR Variables
High commitment to T & D
High job security
Creative people
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Structural Variables
Adopt an organic structure
Make available plentiful resources
Engage in frequent inherent
communication
Minimize extreme time pressures
on creative activities
Provide explicit support forcreativity
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Cultural Variables
Accept Ambiguity, have lowexternal control
Tolerant impractical
Tolerant risk taking Tolerate conflict
Focus on ends rather thanmeans
Develop an open system focus
Provide positive feedback
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Human Resources Variables
Actively promote T & D to
keep employees skills
updated
Offer high job security to
encourage risk taking
Encourage individual to
be Champion to change