chapter 14 - change Flashcards
how is competition changing
- Successful organizations are fast on their feet, capable of developing new products rapidly and getting them to the market fast
- they are flexible and require equally flexible and responsive workforce
- Government regulations
how can employees cope with negative feelings toward change
not thinking about it
actively resisting
passively resisting
increase use of sick time
quitting
change agents
individuals fully committed to change
help motivate others
model the change and provide feedback
overt and immediate resistance
complaints, work slowdown, strike threat
implicit and deferred resistance
loss of loyalty and motivation, increased errors
tactic to overcome resistance to change: education and communication
communicating logic of change can reduce resistance
fights effects of misinformation
tactic to overcome resistance to change: participation
it is difficult to resist a change we have participated in
obtain commitment
tactic to overcome resistance to change: building support and commitment
counselling and therapy
more accepting of change when they are committed to organization
tactic to overcome resistance to change: develop positive relationships
more willing to accept change if they trust the leaders
tactic to overcome resistance to change: implementing changes fairly
crucial that employees see the reason for change and perceive its implementation as fair
tactic to overcome resistance to change: manipulation and cooptation
manipulation: covert influence attempts (twisting facts)
cooptation: buying off leaders of resistance group by giving them a key role
tactic to overcome resistance to change: selecting people who accept change
ability to accept change is related to personality
people higher in general mental ability are better able to adapt
tactic to overcome resistance to change: coercion
application of direct threats or force
loss of promotion
negative performance evaluations
poor letters of reccomendation
LEWINS three step model to change
unfreezing: changing to overcome the pressures of both individual resistance and group conformity
movement: change process that transforms the organization from status-quo to desired end-state
refreezing: stabilizing the change intervention by balancing and restraining forces to make it permanent
LEWINS 3 step model to change: driving forces
direct behaviours away from status quo
LEWINS 3 step model to change: Restraining forces
hinder movements away from equilibrium
LEWINS 3 step model to change: 3 ways the move can happen
- driving forces increased
- restraining forces decrease
- combine both
KOTTERS eight step plan for implementing change
- establish sense of urgency
- form a coalition
- create new vision
- communicate vision
- empower others to act on vision
- plan for, create, and reward short term wins
- consolidate improvements, reassess, adjust
- reinforce changes
common mistakes managers make when initiating change
fail to
- create urgency
- create coalition
- have a vision
- remove obstacles
- provide achievable goals
- anchor changes
may declare victory too soon
organizational development
a collection of change methods that try to improve organizational effectiveness and employee well-being
value human and organizational growth
underlying values in OD efforts
respect for people
trust and support
power equalization
confrontation
participation
OD techniques for bringing about change: survey feedback
use of questionnaires to identify discrepancies among member perceptions
OD techniques for bringing about change: process consultation
an outside consultant to assist a client to perceive, understand, and act upon process events that the manager must deal with
sensitivity training
OD techniques for bringing about change: team building
high interaction group activities to increase trust and openness
OD techniques for bringing about change: intergroup development
seeks to change groups’ attitudes, stereotypes, and perceptions about each other
OD techniques for bringing about change: appreciative inquiry
seeks to identify the unique qualities and special strengths of an organization
discovery
dreaming
design
destiny
what is discovery, dreaming, design and destiny
appreciative inquiry
discovery - identify what people think are the organization’s strength
dreaming - employees use info from discovery to speculate on possible futures
design - find a common vision of how organization will look in future
destiny - seek how to fulfill dream
software development cycle
Requirements analysis, design and development, testing, implementation, and evaluation and maintenance
balances scorecards
An employee performance management tool that is frequently used to support organizational change initiatives
study how individuals contribute to change
