BME 2102 Module 12- ORGANIZATIONAL CHANGE AND STRESS MANAGEMENT Flashcards
involves making things different
Change
change activities that are intentional and goal oriented. Example: A major automobile manufacturer spent several billion dollars to install state-of-the-art robotics.
Planned change
change that just happen
Unplanned change
are the persons are responsibility for managing change activities. Change agents can be managers or nonmanagers, current employees of the organization, newly hired employees, or outside consultants
Change agents
Communicating the logic of a change can reduce employee resistance on two levels.
1) it fights the effects of misinformation and poor communication,
2) communication can help “sell” the need for change by packaging it properly
Communication
Involvement of employees in change decision can reduce resistance and obtain their commitment
Participation
Counselling and therapy and providing employees training for new skills required, may help them adjust to changes
Building support and commitment
If people trust their managers, they usually are more willing to accept changes
Develop positive relationships
One way organizations can minimize negative impact is to make sure change is implemented fairly
Implementing change fairly
refers to covert influence attempts
Manipulation
combines manipulation and participation
Cooptation
Research suggests the ability to easily accept and adapt to change is related to personality—some people simply have more positive attitudes about change than others
Selecting people who accept change
This is the application of direct threats or force on the resisters. Some examples include threatening of transfers, blocked promotions, negative performance evaluations, among others.
Coercion
Kurt Lewin argued that successful change in organizations should follow three steps: unfreezing the status quo, movement to a desired end state, and refreezing the new change to make it permanent.
Lewin’s Three-Step Model
is a change process based on the systematic collection of data and then selection of a change action based on what the analyzed data indicate.
Action Research
a collection of planned change methods that try to improve organizational effectiveness and employee well-being.
Organizational Development
There is no such things as a separate discipline of “change management” because all management is dealing with constant change and adaptation
Managing paradox
is a paradox because it requires building on the past while rejecting it at the same time
Learning
is a paradox because it calls for setting direction and leading while requiring empowerment and flexibility
Organizing
is a paradox between creating organization-wide goals to concentrate effort and recognizing the diverse goals of stakeholders inside and outside the organization.
Performing
is a paradox between establishing a sense of collective identity and acknowledging our desire to be recognized and accepted as unique individuals.
Belonging
which states the key paradox in management is that there is no final optimal status for an organization.
paradox theory
a new idea applied to initiating or improving product, process, or service.
Innovation
is an organization that has developed the continuous capacity to adapt and change. In this organization, people put aside their old ways of thinking, learn to be open with each other, understand how their organization really works, form a plan or vision everyone can agree on, and work together to achieve that vision.
A learning organization
