Forces for change

External forces

(5)

-marketplace

-governmental laws and regulations

-technology

-labor market

-economic changes

Forces for change

Internal forces

(4)

-Changes in organizational strategy

-wrokforce changes

-new equipment

-employee attitudes

"Calm waters" simile

(7)

-Change is a response to a break in status quo:

unfreezing status quo, changing a new state, refreezing to make change permanent

-needed only in occasional situations

-future is predictable

-punctuates long periods of calm/stability

-stability and predictability don't exist

-face constance change, bordering on chaos

-requires flexibility, quick response to change conditions, comfor with ambiguity

White water university

(4)

courses vary in length

instructor can end course at any time

class length varies each time it meets

exams are unannounced

The organization is a(n) ______ system

Environment interacts with system

(3)

1.open

2.-continuously

-unpredictably

-nonlinearly

Implications of an open system

(3)

-coordination of parts essential for proper functioning of organization

-decisions and actions taken in one area effect others

-org must adapt to changes in their external environment

Structure

Technology

People

4 factors: many agents, many interactions, decentralization, simple rules

one central idea: emergent properties

Adaptive advantages of CAS

(5)

-Robustness

-Error tolerance

-Self-repair

-Ease of implementation

-Simple agents

THREE TYPES OF CHANGE

Structure

(8)

work specialization

departmentalization

chain of command

span of control

centralization

formalization

job redesign      actual structural design

THE THREE TYPES OF CHANGE

Technology

(3)

work processes

methods

equipment

THREE TYPES OF CHANGE

People

(4)

attitudes

expectations

perceptions

behavior

Resistance to Change

Forms: 1.Overt and/or immediate

2. Implicit and/or deferred

1.voicing complaints, engaging in job actions

2.Loss of employee loyalty and motivation, increased errors or mistakes increased absenteeism

-Much harder to manage

Sources of individual resistance to change

(5)

-Habit

-Selective information processing

-Security

-Economic factors

-Fear of the unkown

Sources of Organizational resistance to change

(6)

-Structural inertia

-limited focus of change

-group inertia

-threat to expertise

-hreat to established power relationships

-threat to established resource allocations

Overcoming resistance to change

(5)

communication education

facilitation/support

employee selection

manipulation/coercion

participation/negotiation

TECHNIQUES FOR REDUCING RESISTANCE TO CHANGE

Education and communication

when it is used

advantage

disadvantage

-Resistance due to misinfo

-clear up misunderstandings

-may not work when mutual trust and credibility are lacking

-when resisters have the expertise to make a contribution

-Increase involvement and acceptance

-time consuming, has potential for a poor solution

-when resisters are fearful and anxiety ridden

-can facilitate needed adjustments

-expensive, no guarantee of sucess

-when resistance comes from a powerful group

-can "buy" commitment

-potentially high cost, opens doors for others to apply pressure too

-When a powerful groups endorsement is needed

-inexpensive easy way to gain support

-can backfire, causing change agent to lose credibility

-when a powerful group endorsement is needed

-inexpensive easy way to gain support

-may be illegal, may undermine change agents credibility

be visible

repeat goals/reasons for change

prime employees on what to expect

notify affected employees in person

ISSUES IN MANAGING CHANGE: EMPLOYEE STRESS

The three Symptoms of stress

1. physical

2.psychological

3.behavioral

THREE SYMPTOMS OF STRESS

Physical

(4)

changes in metabolism

increased heart and breathing rates

raised blood pressure

headaches

THREE SYMPTOMS OF STRESS

Psychological

(6)

job-related dissatisfaction

tension

anxiety

irritability

boredom

procrastination

THREE SYMPTOMS OF STRESS

Behavioral

(7)

Changes in productivity

absenteeism

job turnover

changes in eating habits

increased smoking/drinking

rapid speech

sleep disorders

REducing Stress

Structural

(6)

Match employee's knowledge, skills. abilities to jobs' requirements

-use realistic job interviews to reduce ambiguity

-develop performance planning program

-use job redesign

-sponsor wellness programs

Sustaining change

(6)

-repeat compelling reason for change

-continuously commincate openly

-use participation to foster commitment

-consistency and perseverance

-provide feedback on behaviors/competencies

-reward flexibility

Characteristics of change capable organizations

(6)

link present and future

make learning a way of life

actively encourage improvements and changes

ensure diverse teams

integrate technology

-build and deepen trust

WHO MOVED MY CHEESE

How does Sniff and Scurry's response to the moved cheese differ from Hem and Haw's? Why is Sniff and Scurry's response a better way to deal with change?

S.S.: the situation had changed so they changed with it. ran off in search of new cheese

HH: complained it wasn't fair. did not want to let go of life built around this particular cheese. wanted to know WHO MOVED MY CHEESE

WHO MOVED MY CHEESE

What are the 3 important things Haw realized at the end of his journey?

1.Biggest thing blocking change is self

2. Things don't improve until you change

3. There's always new cheese out there whether you believe it or not

WHO MOVED MY CHEESE

Why is Sniff and Scurry's response a better way to deal with change?