change students

8/3/2019 Change Students

1/20


2/20

Pressures for ChangePressures for Change

The four areas in which the pressures for

change appear most powerful involve people,

technology, information processing and

communication, and competition.


3/20

Pressures for ChangePressures for Change

Category Type of Pressure for Change

People Demands for different training, benefits,

and compensation systems.

Technology More education and training for workers

at all levels; products move faster to

market.

Information Processing Faster reaction times, immediate

responses to questions, new products,

different office arrangements.

Competition Global competition, more competing

products with more features and options.


4/20

Lewins Process Model of ChangeLewins Process Model of Change

Kurt Lewin suggested that efforts to bringKurt Lewin suggested that efforts to bring

about planned change in organizationsabout planned change in organizations

should approach change as a multistageshould approach change as a multistageprocess.process.

His model of planned change is made up ofHis model of planned change is made up of

three steps: unfreezing, changing, andthree steps: unfreezing, changing, and

refreezing.refreezing.


5/20

Desired

Conditions

Current

Conditions

Before

Change

After

Change

DrivingForces

RestrainingForces

Force Field AnalysisForce Field Analysis

During

Change

DrivingForces

RestrainingForces DrivingForces

RestrainingForces


6/20


Unfreezing RefreezingChanging

Making new

behaviors

relatively

permanent andresistant to

future change

The movement

from the old

way of doing

things to a newway

The process by

which people

become aware

of the need forchange


7/20


Slide 3 of 3Slide 3 of 3

Refreeze(Assurance of

Permanent

Change)

Change

(Movement from

Old State toNew State)

Unfreeze

(Awareness of

Need for Change)

Old State

New State


8/20

MinimizingMinimizing

ResistanceResistance

to Changeto Change

CommunicationCommunication

TrainingTraining

EmployeeEmployee

InvolvementInvolvement

StressStress

ManagementManagement

NegotiationNegotiation

CoercionCoercion

Minimizing Resistance to ChangeMinimizing Resistance to Change


9/20

Organizational Development DefinedOrganizational Development Defined

The process of planned change and

improvement of the organization through the

application of knowledge of the behavioral

sciences.


10/20

Systemwide Organizational DevelopmentSystemwide Organizational Development

Can be a major restructuring of theCan be a major restructuring of the

organization or the implementation oforganization or the implementation of

programs such as qualityprograms such as quality--ofof--workwork--life.life. QualityQuality--ofof--workwork--life refers to the degree tolife refers to the degree to

which members of a work organization are ablewhich members of a work organization are able

to satisfy important personal needs throughto satisfy important personal needs through

their experiences in the organization.their experiences in the organization.


11/20

Systemwide Organizational DevelopmentSystemwide Organizational Development

Total Quality Management (TQM) can alsoTotal Quality Management (TQM) can also

be viewed as a systemwide organizationalbe viewed as a systemwide organizational

development.development. Another way to bring about systemwideAnother way to bring about systemwide

organizational change is through changes inorganizational change is through changes in

the tasks involved in doing the work. Thethe tasks involved in doing the work. Thedirect alteration of jobs is usually calleddirect alteration of jobs is usually called

task redesigntask redesign..


12/20

TaskTask--Technological ChangeTechnological Change

More narrowly focused than systemwideMore narrowly focused than systemwide

organizational development initiatives.organizational development initiatives.

Task redesign (or job change) is a form ofTask redesign (or job change) is a form oftasktask--technological change.technological change.

The following slide represents anThe following slide represents an

abbreviated version of an integratedabbreviated version of an integratedframework for implementation of taskframework for implementation of task

redesign.redesign.


13/20

Integrated Framework forIntegrated Framework for

Implementation of Task RedesignImplementation of Task Redesign

Step 1: Recognition of a need for a change

Step 2: Selection of task redesign as a potential intervention

Step 3: Diagnosis of the work system and contextStep 4: Cost-benefit analysis

Step 5: Go/no-go decision

Step 6: Formulation of the strategy for redesign

Step 7: Implementation of the task changes

Step 8: Implementation of any supplemental changes

Step 9: Evaluation of the task redesign effort


14/20

Group and Individual ChangeGroup and Individual Change

Groups and individuals may be involved inGroups and individuals may be involved in

organizational change in a vast number oforganizational change in a vast number of

ways.ways.

Four popular types of peopleFour popular types of people--orientedoriented

change techniques include: training,change techniques include: training,

management development programs, teammanagement development programs, team

building, and survey feedback.building, and survey feedback.


15/20

Resistance to ChangeResistance to Change

An organization resists change in that its

structure and control systems protect its daily

tasks. Yet it must also react to external shifts withinternal change to maintain currency and

relevance in the marketplace.


16/20

Organizational Sources of ResistanceOrganizational Sources of Resistance

Overdetermination

Narrow Focus

of Change

Group Inertia

Threatened

ExpertiseThreatened

Power

Resource

Allocation


17/20

Individual Sources of ResistanceIndividual Sources of Resistance

Habit Security

Economic

Factors

Fear of the

Unknown

Lack of

Awareness

Social

Factors


18/20

Six Keys to Managing Change inSix Keys to Managing Change in

OrganizationsOrganizations

Consider International InfluencesConsider International Influences

One factor to consider is how internationalOne factor to consider is how internationalenvironments dictate organizational change.environments dictate organizational change.

Take a Holistic ViewTake a Holistic View

A limited view can endanger the change effortA limited view can endanger the change effortbecause the subsystems of the organization arebecause the subsystems of the organization are

interdependent.interdependent.


19/20



Secure Top Management SupportSecure Top Management Support

The support of top management is essential toThe support of top management is essential tothe success of any change effort.the success of any change effort.

Encourage ParticipationEncourage Participation

Problems related to resistance, control, andProblems related to resistance, control, and

power can be overcome by broad participationpower can be overcome by broad participation

in planning the change.in planning the change.


20/20



Foster Open CommunicationFoster Open Communication

Open communication is an important factor inOpen communication is an important factor in

managing resistance to change and overcomingmanaging resistance to change and overcoming

information and control problems duringinformation and control problems during

transition.transition.

Reward ContributorsReward Contributors Employees who contribute to the change in anyEmployees who contribute to the change in any

way need to be rewarded.way need to be rewarded.

change students

Documents