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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