2918350 PPT of Manaing Change

8/3/2019 2918350 PPT of Manaing Change

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Managing,

and LeadingOrganizational

Change

Welcome to . . .


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What are your reactions when you hear the

word change?

Negative perceptions.

Positive perceptions.

Your Perceptions of Change


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Types of Organizational Change

Anticipatory changes: planned changes based onexpected situations.

Reactive changes: changes made in response to

unexpected situations.

Incremental changes: subsystem adjustmentsrequired to keep the organization on course.

Strategic changes: altering the overall shape ordirection of the organization.


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Forces of Change

External Forces

Market Place

Govt Laws and Regulations

Technology

Labor market

Economic Change

Internal Forces

Changes in Organisational

Strategies

Workforce change

New Equipment

Employee Attitude


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Individual Reactions to Change

How People Respond to Changes They Like?

Three-stage process

Unrealistic optimism

Reality shock

Constructive direction


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Individual Reactions to Change (contd)

How People Respond to Changes They Fear

and Dislike?

Stages

Getting off on the wrong track Laughing it off

Growing self-doubt

Destructive direction


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Change: Organizational and

Individual Perspectives (contd)

Tuning

The most common, least intense, and least risky type

of change.

Also known as preventive maintenance and kaizen(continuous improvement).

Key is to actively anticipate and avoid problems

rather than waiting for something to go wrong.

Adaptation Incremental changes that are in reaction to external

problems, events, or pressures.


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Re-Orientation

Change that is anticipatory and strategic in scope and

causes the organization to be significantly redirected.

Also called frame bending(Nadler and Tushman). Re-Creation

Intense and risky decisive change that reinvents the

organization.

Also called frame breaking (Nadler andTushman).

Change: Organizational and Individual

Perspectives (contd)


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Why Do Employees

Resist Change?

Surprise

Unannounced significant changes threaten employees sense ofbalance in the workplace.

Inertia

Employees have a desire to maintain a safe, secure, andpredictable status quo.

Misunderstanding and lack of skills

Without introductory or remedial training, change may beperceived negatively.

Poor Timing Other events can conspire to create resentment about a

particular change.


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Why Do Employees Resist Change? (contd)

Emotional Side Effects

Forced acceptance of change can create a sense ofpowerlessness, anger, and passive resistance to change.

Lack of Trust

Promises of improvement mean nothing if employees do nottrust management.

Fear of Failure

Employees are intimidated by change and doubt their abilities tomeet new challenges.

Personality Conflicts Managers who are disliked by their managers are poor conduits

for change.


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Threat to Job Status/Security

Employees worry that any change may threaten their

job or security.

Breakup of Work Group Changes can tear apart established on-the-job social

relationships.

Competing Commitments

Change can disrupt employees in their pursuit of

other goals.

Why Do Employees Resist Change? (contd)


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Overcoming Resistance to Change

Strategies for Overcoming Resistance to

Change

Education and communication

Participation and involvement Facilitation and support

Negotiation and agreement

Manipulation and co-optation

Explicit and implicit coercion


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LEADER ACTION:

Stability

Comfort and

control

Lookin

g Back

Looking

Forward

Chaos

Fear,Anger and

ResistanceEnquiry,

Experimentatio

n and

Discovery

Learning,

Acceptance &

Commitment

Create a feltneed ofchange

Stabilize andSustain thechange

Introduce

thechange

Revise and

finalize thechange plan

1

2 3

4


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Making Change Happen

Two Approaches to Organization Change

Organization Development (OD)

Formal top-down approach

Grassroots Change

An unofficial and informal bottom-up approach


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Planned Change Through Organization

Development (OD)

Organization development (OD)

Planned change programs intended to help people

and organizations function more effectively.

Applying behavioral science principles, methods,and theories to create and cope with change.

OD creates fundamental change in the

organization, as opposed to fixing a problem or

improving a procedure.

OD programs generally are facilitated by hired

consultants,


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Development (OD) (contd)

Objectives of OD

Deepen the sense of organizational purpose.

Strengthen interpersonal trust.

Encourage problem solving rather than avoidance. Develop a satisfying work experience.

Supplement formal authority with knowledge and skill-

based authority.

Increase personal responsibility for planning andimplementing.

Encourage willingness to change.


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Development (OD) (contd)

The OD Process (Kurt Lewin)

Unfreezing, changing, and refreezing social systems

Unfreezing: neutralizing resistance by preparing

people for change. Changing: implementing the planned change

Refreezing: systematically following a change

program for lasting results.


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Unofficial and Informal Grassroots Change

Grassroots Change

Change that is spontaneous, informal, experimental,and driven from within.

Tempered Radicals

People who quietly try to change the dominantorganizational culture in line with their convictions.

Guidelines for tempered radicals

Think small for big results.

Be authentic.

Translate.

Dont go it alone.


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Managing Change

Structure

Technology

People

Work specialization,Departmentalization,

Chain of Command Span of Control,

Formalization,Job Redesign

Attitude, Expectations, Perception and

Behavior

Work Process, Methods and Equipments


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Innovation

C

R

E

A

T

I

VI

T

Y


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Stimulating Innovation

Creativity

The ability to combine ideas in a

unique way or to make an unusual

association.

Innovation

Turning the outcomes of the creation

process into useful products,services, or work methods.


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System View of Innovation

Transformation Outputs

Creative Individuals,

Groups and

Organizations

Creative Environment,

Process and Situation

Innovative Products,

Work Methods

Inputs


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Innovation Variables

Innovative Variables

Structural Variables

Organic structure

Communication

Abundant resources

High interunit stimulate

Work and network support

Cultural variables

Acceptance of ambiguity

Positive feedbackLow external control

Tolerance of risks

Tolerance of conflicts

Focus on ends

Open system focus

HR Variables

High commitment to T & D

High job security

Creative people


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Structural Variables

Adopt an organic structure

Make available plentiful resources

Engage in frequent inherent

communication

Minimize extreme time pressures

on creative activities

Provide explicit support forcreativity


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Cultural Variables

Accept Ambiguity, have lowexternal control

Tolerant impractical

Tolerant risk taking Tolerate conflict

Focus on ends rather thanmeans

Develop an open system focus

Provide positive feedback


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Human Resources Variables

Actively promote T & D to

keep employees skills

updated

Offer high job security to

encourage risk taking

Encourage individual to

be Champion to change

Documents

2918350 PPT of Manaing Change