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PYB302 > 3. Organisational change > Flashcards

3. Organisational change Flashcards

1
Q

First order or incremental change

A

frequent, purposeful adjustments that are small but ongoing and cumulative in effect

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2
Q

Second order or transformational change

A

“An individual’s subjective perception that organisational change has resulted in modifications to the core systems of an organisation including traditional ways of working, values, structures and strategy.” (Rafferty and Griffin, 2006)

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3
Q

reactive organisational change

A

Reactive changes occur when forces compel organization to implement change without delay.

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4
Q

proactive organisational change

A

Proactive changes occur when some factors make the organization think over and finally decide that implementation of a particular change is necessary. Then, the change is introduced in a planned manner.

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5
Q

episodic organisational change

A

infrequent, discontinuous, and intentional. The presumption is that episodic change occurs during periods of divergence when organizations are moving away from their equilibrium conditions.

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6
Q

continuous organisational change

A

ongoing, long-term approach to improve processes, products and services. Continuous improvement occurs gradually and aims to make small incremental changes over time.

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7
Q

what are the targets of change?

A

structure, objective and goals, strategy, culture, people, technology

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8
Q

What is the goal of changing structure?

A

change how people are organised and related

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9
Q

What is the goal of changing Objectives and goals?

A

change the aims an organisation/group is trying to achieve

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10
Q

What is the goal of changing strategy?

A

change the approaches used to achieving goals

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11
Q

What is the goal of changing culture?

A

change core values

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12
Q

What is the goal of changing people?

A

change personnel or change levels/types of skills

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13
Q

What is the goal of changing technology?

A

change operating systems/practices to include new technology

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14
Q

what are the reasons for change?

A

competition, social trends/cultural change, economic shocks, politics, technology

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15
Q

What is the COMPETITION reason for change?

A

Competitors more successful or innovating more

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16
Q

What is the SOCIAL TRENDS/CULTURAL CHANGE reason for change?

A

Changing market or social preferences

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17
Q

What is the ECONOMIC SHOCK reason for change?

A

Change products, reduce output, “lean” organisations

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18
Q

What is the POLITICS reason for change?

A

Changing regulations

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19
Q

What is the TECHNOLOGY reason for change?

A

New ways of working, pursuit of efficiency, quality and effectiveness

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20
Q

How successful is major organisational change?

A

47% of Australian employees agreed or strongly agreed that change was not handled effectively in their organisation

Failure is seldom solely attributed to technical issues; it is more often considered to be a result of personnel and human characteristics (Kotter and Cohen, 2002)

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21
Q

Why are we interested in change?

A

Health/wellbeing
Huge implications for job satisfaction, production, and turnover
the potential for negative outcomes is especially high when employees experience change as occurring very frequently ,
Employees may experience ‘change fatique’
Negative employee outcomes from change are preventable

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22
Q

why is health/wellbeing a reason for our interest in change?

A

To understand
Higher job stressors and demands
Depression, anxiety, insomnia, emotional exhaustion, burnout

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23
Q

what is the scale of change?

A

fine tuning -> incremental adjustment -> modular -> transformation

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24
Q

What is FINE TUNING change?

A

Changes to details within existing targets of change

e. g., training to increase competence with existing technologies
e. g., changing reporting roles of a senior staff member

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25
Q

What is INCREMENTAL ADJUSTMENT change?

A

Environmental adaptations, with small to moderate effects on targets of change
e.g., bringing in a new technology or production process in one area

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26
Q

What is MODULAR change?

A

Large scale, radical change of part of an organization affecting many targets of change
e.g., merging two Schools within a university

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27
Q

What is TRANSFORMATION change?

A

Large scale, radical, whole of organization change affecting most or all targets of change
e.g., changing emphasis to different industry/product

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28
Q

Who are the agents for driving change? Who is driving the need for, and nature of change from the TOP-DOWN?

A
  • CEO, senior managers

- Experts appointed by them

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29
Q

Who are the agents for driving change? Who is driving the need for, and nature of change from the BOTTOM UP?

A
  • Employee concerns

- Employee initiatives

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30
Q

how is the GOVERNMENT an agent for driving change?

A

Through:

  • laws
  • regulations
  • policies
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31
Q

how are OTHER STAKEHOLDERS agents for driving change?

A

Through:

  • customers
  • competitors
  • suppliers
  • retailers
    i. e. through the external community
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32
Q

Who are CHANGE LEADERS?

A

People at all levels can show leadership
Types of leaders
Executive leaders (oriented to larger strategy)
Network leaders (people well-placed to influence many others)
Local leaders (e.g. frontline supervisors)

33
Q

What is Kurt Lewin’s approach to change?

A

the force field approach

Phase 1: Unfreezing
Create need for change
Overcome resistance

Phase 2: Changing
Work towards desired future: people, tasks, structure, technology

Phase 3: Refreezing
Reinforce new behaviours
Fine-tuning new processes

34
Q

What is Kotter’s approach to change?

A

8-step model of change -

  1. establish a sense of urgency
  2. form a coalition
  3. create a vision
  4. communicate the vision
  5. Remove the obstavles
  6. Create small wins
  7. Don’t quit prematurelly
  8. Anchor changes in corporate culture
35
Q

Why do people resist change?

A

habit, ineria, security, economic threat, social threat

36
Q

Habit

A

ingrained patterns of behaviour

37
Q

Inertia

A

norms support existing ways of working

people have worked out how to get things done

38
Q

Security

A

can threaten feelings of job security

39
Q

Economic threat

A

new roles or functions may affect pay negatively

40
Q

Social threat

A

some people and groups lose power and status

41
Q

what are the dimensions of resistance to change?

A

There is a:
cognitive component
Affective component
Behavioural component

42
Q

cognitive component of change

A

negative beliefs (change isn’t needed)

43
Q

Affective component of change?

A

negative emotions a person feels toward change (e.g., anger)

The more changes experienced in a workplace, the more negative emotions are reported on a daily basis (Kiefer, 2005)

44
Q

Behavioural component of change

A

negative actions or intentions to act in response to change

45
Q

What do change managers do?

A

help to minimise the productivity dip in terms of depth and time and built a platform for continuous improvement

46
Q

what are the issues addressed in reason and education and involvement to eliminate resistance change?

A

habits, security and inertia

47
Q

when is reason and education suitable for eliminating resistance change?

A

When there has been misinformation or a lack of information.

48
Q

what are the advantages of reason and education to eliminate resistance change?

A

understanding can build support

49
Q

what are the disadvantages of reason and education to eliminate resistance change

A

very time consuming

50
Q

what are the issues addressed in facilitation to eliminate resistance change?

A

Economic/Social threats

51
Q

what are the issues addressed in negotiation to eliminate resistance change?

A

Economic/Social threats

52
Q

what are the issues addressed in manipulation to eliminate resistance change?

A

Security/threat

53
Q

what are the issues addressed in coercion to eliminate resistance change?

A

Increase threat of alternatives

54
Q

when is facilitation suitable for eliminating resistance change?

A

When resistance about resources/threats

55
Q

when is negotiation suitable for eliminating resistance change?

A

When people will lose something

56
Q

when is manipulation suitable for eliminating resistance change?

A

when other methods failed/impractical

57
Q

when is coercion suitable for eliminating resistance change?

A

when have power + quick change needed

58
Q

what are the advantages of facilitation for eliminating resistance change?

A

Focus directly on resources/threats

59
Q

what are the advantages of negotiation for eliminating resistance change?

A

Reduce threat, build commitment

60
Q

what are the advantages of manipulation for eliminating resistance change?

A

Quick, inexpensive

61
Q

what are the advantages of coercion for eliminating resistance change?

A

Quick, low resistance

62
Q

what are the disadvantages of coercion for eliminating resistance change?

A

Poor relationships/ turnover

63
Q

what are the disadvantages of manipulation for eliminating resistance change?

A

Awareness can ↑ resistance

64
Q

what are the disadvantages of negotiation for eliminating resistance change?

A

Expensive, “horse trading”

65
Q

what are the disadvantages of facilitation for eliminating resistance change?

A

Time consuming, expensive

66
Q

when is involvement suitable for eliminating resistance change?

A

When People have power to resist

67
Q

what are the advantages of involvement for eliminating resistance to change?

A

Can build support and commitment

68
Q

what are the disadvantages of involvement for eliminating resistance to change?

A

Very time consuming

69
Q

How do social psychological approaches change organisations?

A

By changing conformity (to group norms) and reinforce existing norms

70
Q

How does reinforcing existing norms affect organisational change?

A

Increase salience of social identity: make people feel more part of the group

71
Q

What does the CHANGING MINDS approach to organisation change do?

A

Asks: How do minorities change the minds of majorities?

Consistency (of ideas across time and across people)
Shared identity with majority
Appearance of impartiality
Resisting abuse and pressure
Flexibility (in finding solutions)
Persuasion
72
Q

What is the significance of the PERSUASION aspect of the CHANGING MINDS approach to change?

A

Need to highlight the distinction between strategies that rely on SYSTEMATIC or SUPERFICIAL processing

73
Q

What does SYSTEMATIC PROCESSING rely on and how does persuasion affect this?

A

Systematic processing relies on reason/argument, which is increased when you can get people to:

  1. Attend to the message: make messages attention grabbing
  2. Comprehend the message: keep messages simple
  3. React to message content: encourage elaboration (cognitive/affective reactions and evaluations)
  4. (Outcome) Accept the message: express their agreement (esp. publicly)
74
Q

What does SUPERFICIAL PROCESSING rely on and how does persuasion affect this?

A

Superficial processing relies on heuristics, including:

  1. direct emotions
  2. indirect emotions
  3. attractiveness/liking
  4. familiarity
  5. expertise/authority
  6. message-length
  7. consistency
  8. scarcity
  9. consensus (norms)
75
Q

Why is CHANGING VALUES approach difficult?

A

as they are typically stable individual differences

76
Q

What is the most promising approach to CHANGING VALUES?

A

Most promising approach is the value self-confrontation method as it:

  • highlight dissonance (mismatch) between people’s values and the values of people they admire
  • highlight consonance (match) between people’s values and the values of people they dislike
77
Q

What are the steps of the VALUE SELF-CONFRONTATION METHOD?

A

Step 1:
Remind people of their important values

Step 2:
Focus on an important value…
Show this value is different from values of a positive reference group
Show this value is similar to values of a negative reference group which leads to dissatisfaction

Step 3:
Person reduces self-dissatisfaction by changing importance of value

78
Q

What are conservative values?

A

Humility
Tradition
Security

79
Q

what are liberal values?

A

Pleasure
New experiences
Freedom

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