Organisational Change + Development Flashcards
organisational change definition
actions by which a company alters a Major component of its organisation
factors causing organisational change
- economic
-actions of competitors
-gov legislation
-env - demographic
- ethics
-leaders
2 types of change
-episodic/planned: infrequent, rapid
- continuous/emergent: ongoing
inter relatedness of organisations
- organisations are dynamic
-Nadler + Tushman suggest they have 4 sub-systems:
-> The work-day to day activities
-> the people - employees
-> Formal organisations-structures + systems
-> Informal: power, norms, values
-change in 1 area = consider its impact on other areas
charge management definition
The practice of applying a structured approach to transition an organisation from a current state to a future state to achieve benefits
Lewin’s 1936 3 stages of change Model- stage 1
- Unfreeze:
- recognise need for change, necessary -create motivation
-what changes are needed - open to employee concern
-strong support
Lewin’s 1936 3 stages of change Model- stage 2
> change :
- clear communication of what + why -their benefits
- employees embrace change + participate
-Lewin’s 1936 3 stages of change Model- stage 3
-> Refreeze:
- change is reinforced + stabilised
- integration + internalisation of change
- develop ways to sustain change
- celebrate success
Evaluating Lewin’s Model
- strengths:
-> simplicity = easy to understand apply
-> works best for long-term + permanent change - weaknesses:
-> oversimplifies responses to change
-> Antagonistic: us Vs them
-> ignores emotional impact on employees
Kotter’s 8 steps model
- addresses mistakes made when theres a change
1) establish sense of urgency
2) form coalition to lead change
3) create a new vision
4) communicate it
5) ReMove barriers to enable action
6) generate short-term wins
7) make change a continuous process
8) anchor + strengthen change
Kotter’s common mistakes made by managers when initiating change
- inability to create Urgency
- absence of vision
-Lack communication - failure to remove obstacles
- failure to provide achievable goals
comparing Lewin + Kotter’s model
- unfreeze = stages 1-4 in Kotters
-change: 5-7 in kotters - refreeze: 8 in kotters
Evaluating kotters Model
- strengths:
-> easy to use + implement
-> applied to variety of changes + contexts
-> focusing on engaging + empowering employees = success
-weaknesses:
-> still simplified-lacks detail
-> focus on ben + employees- doesn’t consider organisational culture, systems/strategies
Bridges Transition Model
-1-> Endings: identify loss, learn to manage it , what ended + what’s
being kept
-2-> Neutral zone : time between old new , new processes, confusion + distress
-3 -> New Beginnings: fresh identity, understand purpose, contribution + effect ppt
Transition US change: Bridge’s Model
-change = external event/ situation
- Transition = internal processes experienced as we go through change
-changes is only successful if organisation addreses the transition
- This is transitional management: communicating, listening to impact, monitoring progress
Psychological aspects of change: stress
- change increases work stress as its often accompanied by job insecurity, disruption to routine + changing roles
-stress exacerbated when change is broad + across multiple dimensions
-organisational change (OC) = higher usage of stress drugs (Dahl)
Psychological aspects of change: well-being
- OC = lower employee health + wellbeing (Day et al)
- can lead to depression anxiety + work strain
-Job autonomy = improved psychological health
stress +anxiety + performance
- impair ability to process info + may reduce focus + performance
- However car improve productivity in some circumstances as it increases attention to change- related info
success of organisational change
- more than 2/3 a attempts fail key part relating to employees attitudes ( Rehman et al)
-resistance to change is the biggest challenge
-pas transformation in employee ben to change = long-term success predicter
individual sources of resistance to change
- fear of unknown
-dislike uncertainty
-habit
-security
-economic factors
-selective info planning
organisational sources of resistance to change
-inertial forces deriving from systematic nature of organisation
-limited focus of change
-inertial force deriving from group norms
-Threat to establish power relationships
-lack of organisational capacity
-Threat the resource allocation
education + communication + resistance to change
-communication can impact: misinfo + sells need for change
- Fiss + Zajac- change is more effective when company communicates rationale incorporating employee interest
Organisational commitment + resistance to change
- described as an employees relationship with manager
- 3 types:
-> Affective : emotional attachment
-> continuance: economic value
-> Normative : moral/ethical reasons to stay - employee commitment reduces resistance to change
job satisfaction + resistance to change
- is pos feeling about a job due to eval characteristics
- High job satisfaction = decreased resistance to change
- Feel more control at work
- OC = reduced job satisfaction (Salvador + Gonzalez)
