More issue in organizational change/development

Question 1

Change Agents

Answer 1

Change Agents

a person who is responsible for guiding the change effort.

1. Internal Change Agent: member of the company, familiar with the culture, norms, power structure and has a personal interest in the change.
   
   1. but may be too close to the situation to be objective and may not have the right skills or power/authority.
2. External Change Agent: consultatnt is often able to see the situation more objectively, bring in a new perspective, be better received by members because of impartiality, and have greater influence/status, and take more risks.
   
   1. but does lack familiarity with the company.

Question 2

Identifying the Client

Answer 2

ID the Client

1. Central Question is : who is the client.
2. the OD consultant must know if the client is the entire organization, certain divisions, departments, or group or the leader who hired them.
   
   1. may be leader at first, but then be the entire organization.

Question 3

Data Collection

Answer 3

DATA COLLECTION

1. Questionnaires/Surveys: identify attitudes, values, and beliefs and for obtaining information from a large number of people.
2. Interviews: can get wide range of information and are the only technique that allows two-way communication.
3. Direct Observation: most helpful for obtaining data on overt behaviors and interactions.
4. Secondary (archival) sources: information on organizational productivity and the performance of individual employees.

Question 4

Resistance to Change

Answer 4

Resistance To Change

pressure for change is often met with resistance at both individual and organizational levels.

Chin and Benne classify three types of resistance:

1. Rational-empirical strategy: people are basically rational and will act in accord with their self-interest once given the needed information. they will not resist change once they know it benefits them.
2. Normative-reeducative strategy: peer pressure and sociocultural norms are potent forces of change. Group discussions about ways to accomplish change may be useful to overcoming resistance and maximizing productivity once change is implemented.
3. **Power-coercive strategy: **involves using power and legitimate authority to coerce employees to comply with plans for change. Can take the form of rewards and/or punishments.

Question 5

Organizational Justice

Answer 5

Organizational Justice

when evaluating an organizational process or policy, employees are often influenced by their perceptions of its fairness.

Three types of Organizational Justice:

1. Procedural Justice: way in which a procedure or policy is implemented.
2. Distributive Justice: fairness of the oucomes of an organizational procedure or policy
3. Interactional Justice: how people feel about the quality and content of the person-to-person interactions.

research indicates that employees’ perceptions of procedural, distributive, and interactional justice correlates with a number of outcomes: job satisfaction, trust in the management, and intention to leave the company.