hbo_ org. ppt jerry vallez

8/8/2019 Hbo_ Org. ppt Jerry Vallez

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ATTITUDES TOWARDS CHANGE:

A LONG-TERM PERSPECTIVE Assumptions:

Change involves not only learning something new but unlearning something that is integratedinto an individuals self / social system

No change unless there is motivation to change

Most adult changes involve attitudes/values/self concept and can be painful and threatening


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ATTITUDES TOWARDS CHANGE:A LONG-TERM PERSPECTIVE

Organizational changes effected throughindividual changes in key members

Change is a multistage cycle and all stages mustbe planned and negotiated

Management of change is not necessarily only rational management but also emotionalmanagement of people


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RESISTANCE TO CHANGE

Individual resistance :

Habit

Security Economic factors Fear of the unknown

Selective information processing


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ORGANIZATIONAL RESISTANCE

Structural inertia L imited focus of change

Group inertia Threat to expertise Threat to established power relationships Threat to established resource allocations


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OVERCOMING RESISTANCE TO CHANGE

Education and communication Participation

Facilitation and support Negotiation Manipulation and cooptation

Coercion


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APPROACHES TO MANAGINGORGANIZATIONAL CHANGE

Unfreezing the status quo creation of motivation to change

Present behavior/ attitudes must bedisconfirmed

D iscomfort/ disconfirmation will lead to

anxiety to motivate a change Create psychological safety for change


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MOVING TO A NEW STATE

Developing new attitudes and behavior

Identification with a role model, mentor or friend

Scanning the environment for information

specially relative to ones particular problem


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REFREEZING THE CHANGE

Stabilizing the changes

Allow testing of new attitudes and behavior

Team training better than individual training


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THE EIGHT-STAGE PROCESS OF CHANGE

Initiation : vocalization of need to change Motivation: involving people in detailed

consideration of the proposed change D iagnosis : searching for main cause of

symptom

Information collection : about diagnosis anddevelopment of alternative approaches


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CONT.

D eliberation: evaluating alternatives Action proposal

Implementation : translating proposed ideasinto action

Stabilization : internalizing the change and

making it a part of the organizations life


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OTHER CHANGE MANAGEMENTAPPROACHES

Action research: change process based on systematic collection of data and then selection of a change action based on whatanalyzed data indicate.

Organizational development: change process

built on humanistic-democratic values, toimprove organizational effectiveness andemployee well-being.


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CONT.

Sensitivity training: training groups to changebehavior through unstructured group interaction

Survey feedback: use of questionnaires toidentify discrepancies among member perceptions

Process consultation: a consultant helps clientunderstand process events and identify processesfor improvement


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ROLES IN ORGANIZATIONAL CHANGE

The Corporate Management

Legitimizing function Energizing function Gate-keeping function


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ROLES IN ORGANIZATIONAL CHANGE

The Consultant

Implanting function

Transcending function Generating alternatives Process-facilitating function Shock-absorbing function Resource-sharing function Resource-building function Self-liquidating function


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CONT.

The Counterpart

Collaborating with consultant Implementing policies Stabilizing the change


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CONT.

The Implementation team

Collaboration-building function Gate-keeping function Reviewing function


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EFFECTIVE IMPLEMENTATION OF CHANGE

1 . Planning

Phasing Processes Strategies


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CONT.

2 . Monitoring

Implementation team Minimum control Review and feedback

D issemination of information


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CONT.

3 . Action Effective implementation of change

4. Adaptation (dealing with consequence of change)

5.Support Training Resources


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ASSESSING AN ORGANIZATIONSPROPENSITY TO CHANGE

Pattern breaking

Freeing the system from redundant structures,

processes or functions

Experimenting

To generate new patterns of systems in keeping with envisaged / desired future state


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ASSESSING AN ORGANIZATIONSPROPENSITY TO CHANGE

Vision

Reflecting the desired future state or pattern

around which organization is to be reformed

Bonding and attuning

B uilding individual and organizationalcohesiveness to move the organization towardsthe envisioned state.


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TRANSFORMATION: STRUCTURALCONSIDERATIONS

Strategy-structure compatibility

W hich structure best matches strategicinitiatives vis--vis market needs?

Changes to be made at the task levels W ays of achieving better co-ordination among

units or subsystem Changes in existing hierarchy, authority andpower relationships


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CONT.

Constraints

Cost Speed Employee skills and organizational structure


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TRANSFORMATION: MANAGING HUMANRESOURCES

Aligning employees with change efforts

Tasks Roles Teams

HRD systems (salary, incentives,performance appraisal)


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ALIGNING EMPLOYEES WITH CHANGE :HRM TECHNIQUES

Task-focusedchanges

Employeeeducation andtraining

Behavior

modification

Role-focusedchanges

Roleclarification

Individual-rolecompatibility

Team building

Employeeempowerment

System-focusedchanges

Salary andincent ives

Employeeappraisal and careerpath

Management byObjectives


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ALIGNING EMPLOYEES WITH CHANGE : HRMTECHNIQUES

Have clear beliefs and values that guideactions

B uild a trusting and committed followership

Share new cultural premises and statementsthroughout the organization


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THANK YOU..HAVE A NICE DAY

hbo_ org. ppt jerry vallez

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