Management - change lecture notes

8/10/2019 Management - change lecture notes

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Change Management


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Organizational changeis both the process in

which an organization changes its structure,

strategies, operational methods, technologies,

or organizational culture to affect change

within the organization andthe effects of

these changes on the organization.

Organizational change can be continuous oroccur for distinct periods of time.


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Forces for Change Nature of the Workforce

Greater diversity

Technology

Faster, cheaper, more mobile

computers and handheld devices

Economic Shocks

Debt 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 Change

Change

Making things different

Planned Change

An intentional, goal-oriented activity Goals of planned change

Improving the ability of the organization to adapt to changesin its environment

Changing employee behavior Change Agents

Persons who act as catalysts and assume the responsibilityfor managing change activities

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LEVELS OF CHANGE

(a) Individual Level Change

Job assignment, physical Move, Change in maturity of aperson

Not significant on organisation, but significant on group

b) Group Level Changes

Major effect because organizational activities are done ingroups like departments or informal groups

affect workflows, job design, social organisation, influenceand status systems, and communication patterns.

Managers must consider group factors

(c) Organization Level Changes involves major programs that affect both individuals and

groups

Decisions regarding these changes are generally made bysenior management and are seldom implemented by only a

single manager


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TYPES OF CHANGE

a) Strategic Change Change in the mission (when acquired)

b) Structural Change

Decentralization c) Process-oriented Change

In manufacturing operations

d) People-oriented Change Selfactualization (Motivation, Loyalty, Training,

Relationships)


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Resistance to Change

Resistance to change appears to be a natural andpositive reaction to change.

Forms of Resistance to Change:

Overt and Immediate

Voicing complaints, engaging in job actions

Implicit and Deferred

Loss of employee loyalty and motivation, increased errors ormistakes, increased absenteeism

Deferred resistance clouds the link between source andreaction

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Sources of Resistance to Change

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Tactics for Overcoming Resistance to

Change Education and Communication

Show those effected the logic behind the change

Participation

Participation in the decision process lessens resistance

Building Support and Commitment

Counseling, therapy, or new-skills training Implementing Change Fairly

Be consistent and procedurally fair

Manipulation and Cooptation

Spinning the message to gain cooperation

Selecting people who accept change

Hire people who enjoy change in the first place

Coercion

Direct threats and force

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The Politics of Change

Impetus for change is likely to come fromexternal change agents, new employees, ormanagers outside the main power structure.

Internal change agents are most threatenedby their loss of status in the organization.

Long-time power holders tend to implementincremental but not radical change.

The outcomes of power struggles in theorganization will determine the speed andquality of change.

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Lewins Three-Step Change Model

Unfreezing

Change efforts to overcome the pressures of bothindividual resistance and group conformity by increasingthe driving force and decreasing the restraining force

Moving Moving from the status quo to the desired end state

Refreezing Stabilizing a change intervention by balancing driving and

restraining forces

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Unfreeze Move Refreeze


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Lewin: Unfreezing the Status Quo

Driving Forces

Forces that direct behavior away from the status

quo

Restraining Forces

Forces that hinder movement from the existing

equilibrium

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Kotters Eight-Step Plan

A detailed approach to implementing change thatis 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 barriers

6. Create and reward short-term wins

7. Consolidate, reassess, and adjust

8. Reinforce the changes

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Unfreezing

Movement

Refreezing

Documents

Management - change lecture notes