changemanagement - uom

8/2/2019 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

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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

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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

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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

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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

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