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)
Perception of organisational justice + resistance to change
- influences beliefs, attitudes, beh
- Distributive -> fairness between people -equity theory
- procedural > rewards distributed
-interpersonal -> treated with respect/fair
-interactional- > communication
-High perception of organisational justice = likely to accept change
Perception of organisational support + resistance to change
- How employee perceives extent their manager values their contribution + well-being
- supportive organisation = supportive + non-resistant change
Leadership + change
-Hussain
- change of leadership is about directing + managing stages of change + emotions
- leaders being clear about change + communicating increases employee trust + sense of control
- treated well by boss = increased, motivation, commitment + willingness + reduces resistance to change
- most effective way to facilitate Oc is a mixed leadership style
Transformational leadership
- concerned with people’s needs + meeting long-term goals
- inspires t motivates by fostering innovation + giving clear Vision
- facilitate change by inspiring + motivating
- provide clear + consistent communication
- forming relationships based on trust
Transactional leadership
-reward + punishments, focus on short-term goals + correct task performance
- facilitate change by setting clear goals + expectations, rewarding goal completion + providing feedback .
- Focus on clear communication + short term task but works best with more motivating leadership styles
Laissez-faire leadership
- Hands- Off approach- followers mane own decision
-provide employees with autonomy but give no direction = uncertainty - provide minimal support, no guidance
- May increase resistance to change
contrasting paths to change - strebel
- Discontinuous paths- closed to change, radical leadership, organisational realignment, downsizing + restructuring
- Mixed paths- can be open to change, top-down experimentation. process re-engineering, autonomous restructuring
- continuous paths- open to change, Bottom-up experimentation, goal cascading, rapid adaptation
- method for matching leadership styles to levels of change
Piderit- 3 resistance to change
1) Behavioural
2) Affective
3) Cognition
- may be logical + a source of ideas + energy
- can be seen as valuable feedback supporting + enhancing initiatives
Guest + Conway- psychological contract
- perceptions of the 2 parties, employee + employer of what their Mutual obligations are towards each other
-unwritten expectations + assumptions
cynicism + scepticism- Stanley, Meyer + Topolnytsky
- scepticism towards change is doubt about viability of change for attainment of its stated objective
- cynicism towards charge is disbelief about managements implied Motives for charge (lack of trust)
- cynicism is a moderate predictor of resistance to change
Readiness for change
- helps facilitate change
- precursor to cope with resistance
- communication needs to emphasise urgency + readiness
4 states of readiness + urgency
- 1) low readiness/ low urgency- communication to enhance readiness
2) low readiness/high urgency - crisis situation needing rapid injection of new personnel
3) High readiness/low urgency- frequent communication
4) High readiness/High urgency- Quick response. Needs to be maintained
Leader-member exchange
- Leaders attitudes + beh interpreted by different followers in different ways
Leadership-member exchange theory - Graen et al
- 1) In-group-> involved in decision making, opinions heard, influential
- Believe they have better knowledge, justify membership
- may put down out-group
-keen to implement change
-leader communication received p0s
2) out-group -> kept at distance, ideas not sought - Believe in-group are good at influencing upward management
- Need more convincing + may be resistant to change
-leader communication received neg
. Leader-member exchange study-Van Dam et al
- High exchange = low resistance to change reported
- providing info/ opportunities + trust = low resistance
- Bottom-up approaches ( interaction with leader) more effective
