CH 10 Flashcards
Adaptive change
The reintroduction of a familiar practice
* easiest to implement successfully
* least threatening to employees
Innovative change
The introduction of a practice that is new to the organization
* moderately difficult to implement
* someone threatening to employees
Radically innovative change
Introduces a practice that is new to the industry
* very difficult to implement
* highly threatening to employees
How can managers use Lewin’s model of change?
They can learn how to initiate, manage, and stabilize planned change
Lewin’s model of change
- Unfreezing: create the motivation to change
* employees need to become dissatisfied with old ways of doing things
*managers need to reduce barriers of change - Changing: learn new ways of doing things
* employees need to be given tools for change (ex: new info, new perspectives, new models of behavior)
*managers can give tools such as benchmarking results, tole models, mentors, experts, and training - Refreezing: support & reinforce the change
*managers can encourage employees to exhibit the new change and can reinforce employees (through the new change) through additional coaching and modeling
CIRCLE BACK TO UNFREEZING
What are the three parts of the systems model of change?
- inputs
- target elements of change
- outputs
- feedback (circles back to inputs)
What are the inputs of the systems model of change?
- mission and vision statements
- strategic plan
- analysis of organization’s readiness for change
“why should we change, and how willing and able are we to change?”
What are the target elements of change?
- people (knowledge, ability, attitudes, motivation, behavior)
2.organizational arrangements (policies, procedures, roles, structure, rewards, physical setting) - methods (processes, workflow, job design, technology)
- social factors (organizational culture, group processes, interpersonal interactions, communication, leadership)
target elements are aka “levers”
“which levers can we pull that will produce the change we want?”
What are the outputs of the systems model of change?
Change may be designed to occur at the level of…
1. the organization
2. the group
3. the individual
… or all three
“what do we want from the change?”
A _____ _____ to change presupposes that any change, no matter how small, has a rippling effect throughout an organization.
systems approach
Reactive change
Making changes in response to problems or opportunities as they arise
Proactive (or planned) change
Involves making carefully thought out changes in anticipation of possible or expected problems
Organizational development
Set of techniques for implementing planned changed to make people and organizations more effective
How can organizational development be used in organizations?
- Managing conflict: An OD expert or “executive coach” can help advise on how to improve relationships within the organization.
- Revitalizing organizations: OD experts can help by opening communication, fostering innovation, and dealing with stress.
- Adapting to mergers: OD experts can help integrate two firms with varying cultures, products, and procedures.
What are the steps of Organizational Development?
- Diagnosis
* what’s the problem? - Intervention
* what shall we do about it? - Evaluation
* how well has the intervention worked? - Feedback
* how can the diagnosis be further refined?
CIRCLE BACK TO DIAGNOSIS
Change agent
A consultant with a background in behavioral sciences who can be a catalyst in helping organizations deal with old problems in new ways.
Innovation
Introduction of something new or better, as in goods or services
Approaches toward innovation
Focus of innovation (horizontal):
*measures the scope of the innovation
1. improvement
2. new directions
Type of innovation (vertical):
1. product
2. process
Product innovation
a change in the appearance or functionality/performance of a product or a service or the creation of a new one
Process innovation
a change in the way a product or a service is conceived, manufactured, or distributed
Improvement innovation
it enhances or upgrades an existing product, service, or process
New-direction innovation
These innovations focus on creating new markets and customers and rely on developing breakthroughs and inventing things that didn’t already exist.
10 reasons employees resist change
- individuals’ predisposition toward change
- surprise and fear of the unknown
- climate of mistrust
- fear of failure
- loss of status or job security
- peer pressure
- disruption of cultural traditions or group relationships
- personality conflicts
- lack of tact or poor timing
- nonreinforcing reward systems
What are the external forces of change?
Demographic characteristics
* Age
* Education
* Skill level
* Gender
* Immigration
Technological advancements
* Manufacturing automation
* Information technology
Shareholder, customer & broader stakeholder concerns
* Changing customer preferences
* Domestic & international competition
* Mergers & acquisitions
Social & political pressures
* War
* Values
* Leadership
What are the internal forces of change?
Human resource concerns
* Unmet needs
* Job dissatisfaction
* Absenteeism & turnover
* Productivity
* Participation/suggestions
Managers’ behavior
* Conflict
* Leadership
* Reward systems
* Structural reorganization
