Date post: | 05-Apr-2018 |
Category: |
Documents |
Upload: | umarqayum-abu-bakar |
View: | 223 times |
Download: | 0 times |
of 29
8/2/2019 OB Week13 OrgChange
1/29
MGT-4110:
Organizational Behavior
Organizational Change
Professor Dr. AAhad M. Osman-Gani
8/2/2019 OB Week13 OrgChange
2/29
15-2
Forces for Change! Nature of the Workforce
Cultural diversity, aging population, inadequate skills Technology
Faster/cheaper mobile computers; Online music, DNA-geneticcode
Economic Shocks Mortgage meltdown, dot-com stocks, record low bank rates
Competition Global marketplace, M&A, E-commerce
Social Trends Baby boom retirements, Internet chats
World Politics Wars & conflicts, the opening of China & India
8/2/2019 OB Week13 OrgChange
3/29
15-3
Lewins Force Field Analysis Model Developed by Kurt Lewin
Driving forces
Push organizations toward change
External forces or leaders vision
Restraining forces
Resistance to change -- employee
behaviors that block the changeprocess
Driving
Forces
RestrainingForces
8/2/2019 OB Week13 OrgChange
4/29
15-4
DesiredConditions
CurrentConditions
BeforeChange
AfterChange
Force Field Analysis Model
DuringChange
DrivingForces
Restraining
Forces DrivingForces
RestrainingForces
DrivingForces
RestrainingForces
8/2/2019 OB Week13 OrgChange
5/29
15-5
Restraining Forces(Resistance to Change)Many forms of resistance
e.g., complaints, absenteeism, passive noncompliance
View resistance as a resource
1.Symptoms of deeper problems in the change process
2. A form of constructive conflict -- may improve decisions inthe change process
3. A form of voice helps procedural justice
8/2/2019 OB Week13 OrgChange
6/29
15-6
Why People Resist Change (6)1. Direct costs
Losing something of value due to change
2. Saving face
Accepting change acknowledges own imperfection,past wrongdoing
3. Fear of the unknown
Risk of personal loss
Concern about being unable to adjust
8/2/2019 OB Week13 OrgChange
7/29
15-7
Why People Resist Change (cond.)4. Breaking routines
Organizational unlearning is part of changeprocess
But past practices/habits are valued by employees
due to comfort, low cognitive effort
5. Incongruent organizational systems
Systems/structures reinforce status quo
Career, reward, power, communication systems
6. Incongruent team dynamics
Norms contrary to desired change
8/2/2019 OB Week13 OrgChange
8/29
15-8
Creating an Urgency for Change Inform employees about driving forces
Most difficult when organization is doing well
Customer-driven change
Adverse consequences for firm
Human element energizes employees
Sometimes need to create urgency to change
without external drivers Requires persuasive influence
Use positive vision rather than threats
8/2/2019 OB Week13 OrgChange
9/29
15-9
Minimizing Resistance to Change Highest priority and first strategy
for change
Improves urgency to change
Reduces uncertainty (fear ofunknown)
Problems -- time consuming andcostly
Communication
Learning
Involvement
Stress Mgt
Coercion
Negotiation
8/2/2019 OB Week13 OrgChange
10/29
15-10
Minimizing Resistance to Change Provides new knowledge/skills
Includes coaching and otherforms of learning
Helps break old routines andadopt new roles
Problems -- potentially timeconsuming and costly
Communication
Involvement
Stress Mgt
Coercion
Negotiation
Learning
8/2/2019 OB Week13 OrgChange
11/29
15-11
Minimizing Resistance to Change
Employees participate in changeprocess
Helps saving face and reducingfear of unknown
Includes task forces, future searchevents
Problems -- time-consuming,potential conflict
Learning
Involvement
Stress Mgt
Coercion
Negotiation
Involvement
Communication
8/2/2019 OB Week13 OrgChange
12/29
15-12
Minimizing Resistance to Change When communication, learning,
and involvement are not enoughto minimize stress
Potential benefits More motivation to change
Less fear of unknown
Fewer direct costs
Problems -- time-consuming,expensive, doesnt help everyone
Learning
Involvement
Coercion
Negotiation
Stress Mgt
Communication
8/2/2019 OB Week13 OrgChange
13/29
15-13
Minimizing Resistance to Change
Influence by exchange -- reducesdirect costs
May be necessary when peopleclearly lose something and wont
otherwise support change Problems
Expensive
Gains compliance, not commitment
Learning
Involvement
Stress Mgt
Coercion
Communication
Negotiation
8/2/2019 OB Week13 OrgChange
14/29
15-14
Minimizing Resistance to Change
When all else fails
Assertive influence
Radical form of unlearning
Problems Reduces trust
May create more subtle resistance
Encourage politics to protect jobCoercion
Learning
Involvement
Communication
Stress Mgt
Negotiation
8/2/2019 OB Week13 OrgChange
15/29
15-15
Refreezing the Desired Conditions Realigning organizational systems and
team dynamics with the desired changes
Alter rewards to reinforce new behaviors
Change career paths
Revise information systems
8/2/2019 OB Week13 OrgChange
16/2919-16
Change Process: Lewin
Refreezing
Making newbehaviors
relativelypermanentand resistant
to futurechange
Changing
Themovement
from the oldway of doingthings to anew way
Unfreezing
The processby which
peoplebecome
aware of theneed for
change
Breaking fromold ways
Instituting thechange
Reinforcing &supporting new ways
8/2/2019 OB Week13 OrgChange
17/29
15-17
Change Agents Change agent -- anyone who possesses
enough knowledge and power to guideand facilitate the change effort
Engage in transformational leadership Develop the change vision
Communicate the vision
Act consistently with the vision
Build commitment to the vision
8/2/2019 OB Week13 OrgChange
18/29
15-18
Strategic Vision & Change Need a vision of the desired future state
Identifies critical success factors for change
Minimizes employee fear of the unknown
Clarifies role perceptions
8/2/2019 OB Week13 OrgChange
19/29
15-19
Diffusion of Change Begin change as pilot projects
Effective diffusion considers MARS model
Motivation pilot project is successful, reward
diffusion of pilot project Ability Train employees to adopt pilot project
Role perceptionsTranslate pilot project to newsituations
Situational factors Provide resources toimplement pilot project elsewhere
8/2/2019 OB Week13 OrgChange
20/29
15-20
Action Research Approach Action orientation and research orientation
Action to achieve the goal of change
Research testing application of concepts
Action research principles1. Open systems perspective
2. Highly participative process
3. Data-driven, problem-oriented process
8/2/2019 OB Week13 OrgChange
21/29
15-21
Formclient-
consultantrelations
Disengageconsultantsservices
Action Research Process
Diagnoseneed forchange
Introduceintervention
Evaluate/stabilizechange
8/2/2019 OB Week13 OrgChange
22/29
15-22
Appreciative Inquiry Approach Frames change around
positive and possiblefuture, rather thantraditional problem focus.
Application of positiveorganizational behavior
8/2/2019 OB Week13 OrgChange
23/29
15-23
Four-D Model of Appreciative Inquiry
Designing
Engaging indialogueabout what
should be
Dreaming
Formingideas aboutwhat might
be
Discovery
Discoveringthe best ofwhat is
Delivering
Developingobjectivesabout what
will be
8/2/2019 OB Week13 OrgChange
24/29
15-24
Large Group Interventions
Future search, open space, and otherinterventions that involve the whole system
Large group sessions
May last a few days
High involvement with minimal structure
Limitations of large group interventions
Limited opportunity to contribute
Risk that a few people will dominate Focus on common ground may hide differences
Generates high expectations about ideal future
8/2/2019 OB Week13 OrgChange
25/29
15-25
Parallel Learning Structure Approach Highly participative social structures
Members representative across the formalhierarchy
Sufficiently free from firms constraints
Develop solutions for organizationalchange which are then applied back into
the larger organization
8/2/2019 OB Week13 OrgChange
26/29
15-26
OrganizationParallelStructure
Parallel Learning Structures
8/2/2019 OB Week13 OrgChange
27/29
15-27
Cross-Cultural and Ethical Concerns Cross-Cultural Concerns
Linear and open conflict assumptions different fromvalues in some cultures
Ethical Concerns Privacy rights of individuals
Management power
Individuals self-esteem
8/2/2019 OB Week13 OrgChange
28/29
15-28
Organizations are About People!Take away my people, but leave my factories, and
soon grass will grow on the factory floors. Take
away my factories, but leave my people, and soon
we will have a new and better factory.
Andrew Carnegie (1835-1919)
Source: Library of Congress
8/2/2019 OB Week13 OrgChange
29/29
15-29
Thanks & Best wishes
for
Excellent Performance
in Final Exam!