Ch.

14: Managing Chang

Whether to chang,When and How.

1. Change At Work.
1.1. The Natur of Chang –
1.1.1. Chang-The Whole organigation tends to be affected by chang in any part of it.
1.1.2. Chang is a human as well as atchnical problem,Equilibrium.Introduce.
1.1.3. Proactive and reactive Roles – Part of the manager’s role is to restore and
maintain the group equilibrium.Reactive.

2. Responses to change
2.1. Experiments relating lighting to productivity- It operates through each employee’s
attiudes to produce.
2.2. How Individual Attitudes Affect Response to Change – The way that people feel
about a change is one factor that determines how they will respond to it,Personal
history,enviroment itsel, Nonlogical,Ineffective means of trying to modify
feelings.
2.3. The Howthorne Effect .

Figure 14-1
Unified social
response to change:-

Stimulus Probable Actual response

Individual
Responses
(Attitudes)
Person A
Absenteeis
Personal
Histories m

B Strike

C Demands
Collective
(social)
Change D demaands
Indifference

E
Harder work

Work
Environ Sabotape
ment F

- - I
 When people are
observed,or believe that someone cares about them,they act differently.
2.4. Group Response to Change- Homeostasis ,Backsliding.

3. Cost and Benefits.

Benefits greater that costs.
3.1. Psychic costs-People will react in different and widely varying ways to change.

4. Resistance to Change
Why resistance occurs.
4.1. Nature and effects-
Depending on how skillfully it is managed to minimize resistance
Chain-reaction efffect
4.2. Reasons for Resistance
Resistance stems form nature of change,method used,and perceptions of inequity.
Nature of the change itself.,Method,Someone else appeare to gain the benefits of
Logical,rational objections
the change. • Time required to adjudst
Elisabeth Kubler-Ross,in her book Death
• Extra and
effort to Dying:-Form
relearn resistance to
acceptancc. • Possibility of less desirable conditions,such as skill downgrading
4.3. Types of Resistance • Economic costs of change
4.3.1. Logical Resistance - Rational •Resistance
Questioned technical feasibility of change
Psychological, emotional attitudes
4.3.2. Psychological Resistance – Emotional Resistance
• Fear of the unknown
Figure 14-2 • Low tolerance of change
Types fo resistance to • Dislike of management or other change agent
• Lack of trust in other
Change among
• Need for security,desire for status quo
Employees Sociological factors,group interests
• Political coalitions
• Opposing group values
- -
• Parochial,narrow outlook II
• Vested interests
• Desire to retain existing friendships
4.3.3 Sociological rtesistance
4.3.4 Implications of Resistance

5. Possible Benefits of Resistance – All bad.

6. Implementing Chang successfully

Dynamic environments are now the norm.Dose anybody care.
6.1. Transformational Lesdership and Change.
6.1.1. Transformational leader.
6.1.2. Creating Vision.
6.1.3. Communicating Charisma
6.1.4. Stimulating Learning – Double - loop learners challenge their own
thinking,Single- loop learning.
6.2. Three stages in change
6.2.1 Unfreezing
6.2.2 Changing
6.2.3 Refreezinz

6.3. Manipulating the Forces

Equilibrium
Supporting and restraining forces

Figure 14-3
A model of the Restraining forces
Equilibrium state and Effectiveness
Change process
Employee behavior

Supporting forces
Ineffectiveeness - - III
Point at which cgange occurs
(Length of the vertical line indicates
strength of a force)
Time
6.3 Building support for change.
6.4.1 Use of Group forces
6.4.2 Providing a Rationale for change – expectations of change,
Bu believing that the change will work,the manager acts so as to fulfill that belief.
6.4.3 Participation – Participation increases,resistance to change tends to
decrease,before
6.4.4 Shared Rewareds – Econmic and psychic rewards

Figure 14-4
High A model of participation High High
Low And resistance to change
PESISTANCE

Low Low

TO CHANGE

6.4.5 Employee Security.

6.4.6 Communication and Eduction

- - IV
6.4.7 Stimulating Employee Readiness- change is more likey to be accepted if the
people affected by it recognze a need for it before it occurs.
6.4.8 Working with the total system

7. Understanding Organization Development

7.1. Organization development(OD)
7.2. Foundations of OD
7.2.1. Systems Orientation
7.2.2. Understanding Causlity – The causal variables,The Intervening variables,the end-
result variables.
7.2.3. Assumption Underlying Organization Development- Individual Group
Organization

Figure 14-5
Variables in the
Organization
Development approach

Causal variables Intervening variables End-result varlables

Organization Structure • Attitudes • Improved
• Controls • Preceptions
productivity
• Policies • Motivation
• Training • Skilled behaviors • Increased sales
• Leadership • Teamwork • Lower costs
behavior • Intergroup • Customer
• OD relations loyalty
• Higher earnings
7.3 Characteristics of Organization Development
7.3.1 Humanistic Values – What does OD value?

Figuer 14-6
Common organization
Development
Assumptions

Individuals
• People want to grow and mature.
• Employees have much to offer (e.g,energy and creativity) that is not now being used
at work
• Most employees desire the opportunity to contribute (the desire,seek and appreciate
empowerment).
Groups
• Groups and teams are critical to organizational success.
• Groups have powerful influences on individual behavior.
• The complex roles to be played in groups require skill development.
Organization
• Excessive controls,policies,and rules are detrimental.
- - channeled.
• Conflict can be functional if properly V
• Individual and organizational goals can be compatible.
7.3.2 Use of a change Agent – change agents.
7.3.3 Problem Solving OD - action research, oraction science.
7.3.4 Experiential Learning
7.3.5 Interventions at Many Levels – interventions, What,How.
7.3.6 Contingency Orientation.
7.3.7 Summary and Application

7.4 The Organization Development process

Diagnosis
Figur 14-7
Typical stages in
Organization Evaluation and Data collection
Development Follow-up

OD intervention
Data feedback

7.4.1 Intial diagnosis

7.4.2 Data Collection – Performance raps, baseline information.
7.4.3 Data feedback and conforntation
7.4.4 Action planning and problem solving Action planning
7.4.5 Use of interventions
7.4.6 Evaluation and follow – up.

8. Benefits and limitations of OD

• Major time requirements

Figure-14-8 • Substantial expense
Benefits and limitation • Delayed payoff period
Of organization • Possible failure
Development • Possible invasion of privacy
• Possible psychological harm
Benefits of OD • Limitations
Potential conformaty
of OD
• Emphasis on group processes rather than
performance
- - • Possible conceptual ambiguity VI
• Difficlty in evaluation
• Cultural incompatibility
• Change throughout organization
• Greater motivation
• Increased productivity
• Better quality of Work
• Higher job satisfaction
• Improved teamwork
• Better resolution of conglict
• Commitment to objective
• Increased willingness to change
• Reduced absences
• Lower turnover
• Creation of lrarning individuals and
groups

The End

- - VII