Change and conflict Flashcards
Change
- changes come from some disorganising pressure from outside or within the organisation
- conflict and frustration are common
- time lag between interactions
change triggers
- technology: major source of change
- customer taste
- materials
- legislation
- economic situation
- performance
structure, task, technology, people
strategies for change
- modify the task
- modify technology
- modify structure: job descriptions
- modify people: try to change attitude
resistance to change
- parochial self interests: you invest time in developing your are of skill an build on comfort factors
- misunderstanding and lack of trust: change is resisted when you don’t understand it or the consequences of it
managing change
resistance is shown by:
- making complaints about pay
- staff turnover rate
- low efficiency
- aggression
defining the change
can be tested: run a pilot scheme
reversible: you can go back
divisible: if one bit goes wrong it all doesn’t fall apart
concrete: tangible outcomes
familiar: organisation will recognise them
congruent: proposals should be seen to fit
12 rules of change
who brings the change?
- resistance to change will be less if administrators, teachers and community leaders feel the project is their own
- top men like it
what kind of change?
- reduces burdens not increases them
- common with ideals of the change takes
- interest the participants
- antonomy and security is not threatened
procedures in instituting change:
- if participants have agree with basic problems, resistance is reduced
- empathise with opponents
- try understand that misunderstandings happen
- participants like support, acceptance and trust
- keep open to revision
conflict
process begins when one part perceives that the other has frustrated concern
sources of conflict
- employment relationship
- competition over resources
- ambiguity over responsibility
- interdependence (not pulling weight)
- differentiation
forms of conflict
- collective conflict (Strikes/ sit ins)
- individual conflict
- sabotage and rule breaking
- pilfering and theft
perspectives of conflict
- traditional: conflict results from lack of trust. conflict bad
- behavioural: some conflict is good as drives company. flexible society is the best system
- interactionist: encourage conflict and conflict resolution. management may increase conflict to resolve change
- radical: lack of conflict is a problem. social problems stem from lack of conflict
conflict handling
- use rivalry and power plays to force submission (competition)
- problem solving stance (collaboration)
- both sides lose something to gain a little (compromise)
- leave well alone (avoidance)
- leave it to you (Accommodation)
McKinseys 7S Model
Hard elements:
- strategy: plan devised to maintain and build competitive advantage over competition
- structure: thew ay the organisation is structure and who reports to whom
- systems: daily activities and procedures that staff engage to get job done
Soft elements:
- shared values: core values of the company
- skills: actual skills and competencies of employees working
- style: style of leadership
- staff: employees and their capabilities
hard elements are easier to define and management can directly influence them
softer elements more difficult to describe - influence by culture
- for organisation to perform well: 7 elements need to be aligns and mutually reinforcing - if you change one you affect the others
