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Nelson & Quick: Managing Change

OD

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73 views

Nelson & Quick: Managing Change

OD

Uploaded by

Sana Zargar
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Chapter 16 Nelson & Quick Managing Change

Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.

Organizational Change
Planned Change change resulting from a deliberate decision to alter the organization Unplanned Change change that is imposed on the organization and is often unforeseen

Managers must be prepared to handle both

External Forces for Change


Workforce Diversity

Globalization

Changing Technology

Ethical Behavior

Globalization
Organizations must rethink the most efficient ways to Majority of Use resources new workers Disseminate/gather information will be female Develop people Workforce will grow in diversity Structural more Hispanics & Change African Americans & Workforce is aging Mental less young workers, more Change middle-aged

Workforce Diversity

Ethical Behavior

Other Organizations

Customers Ethical Treatment Environment Changes in work relationships

Society

Technological Change

Changing Technology

Changes in organizational structure

Internal Forces for Change

Declining Effectiveness

Company Crisis

Changing Work Climate

Changing Employee Expectations

Scope of Change
Incremental Change - change of a relatively small scope, such as making small improvements Strategic Change - change of a larger scale, such as organizational restructuring Transformational Change - change in which the organization moves to a radically different, and sometimes unknown, future state

The Change Agents Role


Change Agent - the individual or group who undertakes the task of introducing and managing a change in an organization

The change agent can be internal or external

Internal Change Agents


Advantages know past history, political system, and culture must live with results of change so will move carefully Disadvantages may be associated with factions, accused of favoritism may be too close to the situation to be objective

External Change Agents


Advantages outsiders objective view impartiality
Disadvantages limited knowledge of organizations history may be viewed with suspicion

To succeed, they must be perceived as trustworthy, be experts with proven track records, be similar to those they are working with

Resistance to Change
Fear of the unknown Fear of loss Fear of failure Disruption of interpersonal relationships Personality conflicts Politics Cultural assumptions and values

Dealing with Resistance to Change


Communication details rationale Participation in the process ownership commitment Empathy and support

Reactions to Change & Managerial Interventions Reaction Disengagement psychological withdrawal from change Disidentification feeling that ones identity is being threatened by change Disenchantment feeling negativity or anger toward a change Disorientation feelings of loss and confusion due to change Expression Withdrawal Managerial Intervention Confront, identify

Sadness, worry Explore, transfer

Anger

Neutralize, acknowledge Explain, plan

Confusion

Table adapted from H. Woodward and S. Buchholz. Aftershock: Helping People through corporate Change, p. 15. Copyright 1987 John Wiley & Sons, Inc. Reprinted by Permission of John Wiley & Sons, Inc.

Lewins Three Step Change Model


1. Unfreezing - involves encouraging individuals to discard old behaviors by shaking up the equilibrium state that maintains the status quo 2. Moving - new attitudes, values, and behaviors are substituted for old ones 3. Refreezing - involves the establishment of new attitudes, values, and behaviors as the new status quo

Force Field Analysis of Decision to Engage in Exercise


Forces for change
Weight gain Minimally passing treadmill test Feel lethargic; have no energy Family history of cardiovascular disease New, physically demanding job

Forces for status quo


Lack of time No exercise facility at work Spouse/partner hates to exercise No interest in physical activity or sports Made a grade of D in physical education class

Equilibrium

Applying Lewins Model to the Organization


Unfreezing: the organization eliminates rewards for current behavior Moving: the organization initiates new options and explains their rationale Refreezing: organizational culture & formal reward systems encourage the new behaviors

Organizational Development (OD)

Organizational Development (OD) - a systematic approach to organizational improvement that applies behavioral science theory and research in order to increase individual and organizational well-being and effectiveness

Diagnosis & Needs Analysis


Diagnosis and needs analysis Follow-up Intervention

Ask What are the forces for change? What are the forces preserving the status quo? What are the most likely sources of resistance? What are the goals to be accomplished by change?

OD Intervention Methods: Organizational/Group Techniques


Survey Feedback - a widely used method of intervention whereby employee attitudes are solicited by questionnaire
Anonymous Group reporting format No repercussions Clear purpose Follow up

OD Intervention Methods: Organizational/Group Techniques


Management by Objective an organization-wide intervention technique of joint goal setting between employees and managers
Initial objectives Periodic progress reviews Problem solving to remove obstacles to goal achievement

OD Intervention Methods: Organizational/Group Techniques


Quality Program - a program that embeds product and service quality excellence into the organizational culture
Raise aspirations about product/service quality Embed product/service quality excellence in the organizational culture

OD Intervention Methods: Organizational/Group Techniques


Team Building - an intervention designed to improve the effectiveness of a work group
Seek feedback Discuss errors Reflect on successes & failures Experiment with new ways of performing Climate of psychological safety

OD Intervention Methods: Organizational/Group Techniques


Large Group Interventions events that bring all of the key members of a group together in one room for an extended period of time
Outside consultants determine participants & goals Participants = critical mass supporting change

OD Intervention Methods: Organizational/Group Techniques


Process Consultation - an OD method that helps managers and employers improve the processes that are used in Outside consultant: organizations Enters organization
Defines the relationship Chooses an approach Gathers data Diagnoses problem Intervenes Leaves organization

OD Intervention Methods: Individual-Focused Techniques


Skills Training - increasing the job knowledge, skills, and abilities that are necessary to do a job effectively
In formal classroom settings On the job (Continual updating)

OD Intervention Methods: Individual-Focused Techniques


Sensitivity Training - an intervention designed to help individuals understand how their behavior affects others Outside trainer who
intervenes only to move the group forward. Training can: help employees understand each other recognize their own feelings improve communication

OD Intervention Methods: Individual-Focused Techniques


Management Development Training - a host of techniques for enhancing managers skills in an organization
Verbal information Intellectual skills Attitudes Development

OD Intervention Methods: Individual-Focused Techniques


Role Negotiation - a technique whereby individuals meet and clarify their psychological contract
Outcomes: Better understanding of what each can be expected to give & receive Less ambiguity

OD Intervention Methods: Individual-Focused Techniques


Job Redesign - an OD intervention method that alters jobs to improve the fit between individual skills and the demands of the job

Realign task demands and individual capabilities Redesign jobs to fit new techniques or organization structures

OD Intervention Methods: Individual-Focused Techniques


Health Promotion Programs Career Planning
Ex. Stress reduction education, employee assistance
Match individuals career aspirations with organizational opportunities

Ethical Considerations in Organizational Development


Selection of the OD method Voluntary participation Confidentiality Potential for manipulation by the change agent

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