studio 7 lo3 investigate the nature of change theories and practices relevant to a business...

Studio 7 LO3 Investigate the nature of

change theories and practices relevant to a business

Organisation

10 September

>>FACULTY OF CREATIVE INDUSTRIES AND BUSINESS

Personal and Professional Development How to stand out from the crowd, Volunteering day yesterday

Sept 23 PPD Business Forum … where we will facilitate a panel discussion featuring some of New Zealand’s most inspiring business leaders. This is a unique opportunity to ‘undress’ the qualities that drive success by these successful business leaders.What is it that inspires these people to learn more, do more and become more? How have they overcome obstacles to increase their business performance?

Link to register: http://us3.campaign-archive2.com/?u=b2a9f46e28f5c0ab9e6ff57a9&id=b6c62ffcbc&e=1e91a32efd

>>DEPARTMENT TITLE EDIT IN HEADER & FOOTER

http://us3.campaign-archive2.com/?u=b2a9f46e28f5c0ab9e6ff57a9&id=b6c62ffcbc&e=1e91a32efd



How to stand out from the crowd, Volunteering day yesterday

Sept 23 PPD Business Forum … where we will facilitate a panel discussion featuring some of New Zealand’s most inspiring business leaders. This is a unique opportunity to ‘undress’ the qualities that drive success by these successful business leaders.What is it that inspires these people to learn more, do more and become more? How have they overcome obstacles to increase their business performance?

Link to register: http://us3.campaign-archive2.com/?u=b2a9f46e28f5c0ab9e6ff57a9&id=b6c62ffcbc&e=1e91a32efd

Personal and Professional Development




Marae visit next Tuesday meet at 182-20001 at 3pm

Marae at 3.10pm to walk on at 3.15pm

Industry Based Learning IBL four part processto register starts soon

Contact Denisa Hebblewaithe [email protected] to join

IBL reports for collaborative meetings due week ten after the semester break

Admin 2


mailto:[email protected]


Assignment 1 due date 17 September is week 8 (next week) due at 1pm in Turnitin

Hard copy required before class ie 1pm

Time to meet as group in later part of today

Assignment 2 due 15 Oct is week 10 after semester break

Admin 3



Culture and change: Culture, culture shock, ethnocentrism

Culture is a shared set of beliefs, values, patterns of behaviour common to a group of people.

Culture shock is the confusion and discomfort a person experiences when in an unfamiliar culture.

Ethnocentrism is the tendency to consider one’s culture as superior to others

Language is the medium of culture – how people communicate


Diversity – mixed cultures in organisations

Advantages: brings to problem solving and strategy formulation talent, perspectives, experiences and world views that broadens the skills and capabilities of a company. Assist communication internationally eg export markets

Companies needs to create an environment to attract talent and enable employees to achieve.

People are the a company’s most valuable asset.

There are laws against discrimination

Disadvantages ?

Management Issues



National culture explained more differences in work-related issues (age, gender, profession, or position)Five dimensions of cultural impacting on work-related attitudes:High power distance – managers have more power because of positionLow power distance – social inequality should be reducedIndividualism v collectivism

Hofstede’s model for understanding cultural diversity (Nel et al, 2011)



Positive effect if knowledge is combined with action

Advantages of good management:• Stimulates, rather than stifles, individual participation

and creativity• Increases the flow of ideas• It attracts and retains the best skills• It improves employer-employee relations

Managing cultural diversity



• It increases the morale of the workforce rather than creating suspicion and hostility amongst employees• It reduces tension, confusion and counter-productivity in the

workforce• It leads employers to view differences as valuable assets rather

than unwanted liabilities• It increases the motivational levels of organisational member

Managing cultural diversity 2



• A culture that values talent, entrepreneurial activity, and performance over commitment; one that offers large financial rewards and individual recognition.• A culture that stresses loyalty, working for the good of the group, and

getting to know the right people; one that believes in “generalists” and step-by step career progress.• A culture that offers little job security; one that operates with a

survival mentality, stresses that every individual can make a difference, and focuses attention on “turn-around” opportunities• A culture that values long-term relationships; one that emphasises

systematic career development, regular training, and advancement based on gaining functional expertise.

Which organisational culture fits you?



How often have you heard jokes or remarks about other people that you consider offensive?

How often do you hear men “talk down” to women in an attempt to keep them in an inferior status?

How often have you felt disadvantages because members of ethnic groups other than yours were given special treatment?

How often do you step in to communicate concerns to others when you feel actions and/or words are used to the disadvantage of minorities?

Diversity Awareness Checklist



• Top management commitment – Top management should demonstrate the link between valuing diversity and business excellence.• Establish a diversity leadership team to guide the diversity initiative• Conduct an assessment of the organisational climate, needs, and issues• Craft a vision that values diversity• Develop and implement a strategic plan for valuing diversity• Evaluate and measure results• Ensure integration and accountability

Managing Diversity Effectively: Best Practice Model



• Set aside old ways of thinking• Become self-aware and open to others• Learn how the whole organisation works• Understand and agree to action plans• Works together to accomplish the plansPeter Senge, “The Fifth Discipline” – advice to managers to stimulate and lead change.Strategic Leadership creates the capacity for ongoing strategic change.

Change and the challenges



Change Agent – tries to change the behaviour of another person or social system

Top-down change – the change initiatives come from senior management

Theory E change – is based on activities that increase shareholder or economic value

Bottom up change – change initiatives come from all levels in the organisation

Theory O change – is based on activities that increase organisational performance capabilities

Change Leadership



Planned change occurs as a result of specific efforts by a change agent

A performance gap is a discrepancy between the desired and actual state of affairs

Unplanned change occurs spontaneously and without a change agent’s direction

Planned and unplanned change


Reasons for change


• Tasks – nature of work, objectives, strategy and job designs• People – attitudes and competencies and HR support systems• Culture – relates to value system of the organisation and norms

guiding individual and group behaviour• Technology – used to support job designs, workflows, integrate

people and machines in systems• Structure – the configuration of the organisation, lines of

authority and communication

Reasons for change



• Unfreezing – is the phase during which a situation is prepared for change:

• Change Leader’s task – create a felt need for change• This is done by – Establishing a good relationship with the

people involved• Helping others realise that present behaviours are not

effective• Minimising expressed resistance to change

Phases of Planned ChangeKurt Lewin



• Changing – • Change leaders’ task: implement change

This is done by:• Identifying new, more effective ways of behaving.• Choosing appropriate changes in tasks, people, culture, technology.

and/or structure.• Taking action to put these changes into place.

Phase 2



• Refreezing – • Change leader’s task: to stabilise change

• This is done by:• Creating acceptance and continuity for the new behaviours• Providing any necessary resource support• Using performance-contingent rewards and positive reinforcement

Phase 3



• Fear of the unknown – not understanding what is happening or what comes next.• Disrupted habits – feeling upset when old ways of doing things

can’t be followed.• Loss of confidence – feeling incapable of performing well under

the new ways of doing things.• Loss of control – feeling that things are being done “to” you

rather than “by” you or “with” you.

Why people may resist change 1



• Poor timing – feeling overwhelmed by the situation or that things are moving too fast.• Work overload – not having the physical or psychic energy to

commit to the change.• Loss of face – feeling inadequate or humiliated because it appears

that the “old” ways weren’t “good” ways.• Lack of purpose – not seeing a reason for the change and/or not

understanding its benefits.

Why people may resist change 2



Investigate the nature of change theories and practices relevant to a business organisation

What other sources of material can you suggest?

Search the Unitec library resources for three ideas

LO 3 Check



Apply change management principles and practices with a strategic context Strategy implementation

Studio 8 Learning Outcome 4


studio 7 lo3 investigate the nature of change theories and practices relevant to a business...

Documents

ethnocentrism culture

culture shock

business performance

businessnational culture

ones culture

unfamiliar culture

medium of culture

successful business