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37 Cards in this Set
- Front
- Back
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External forces for change
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originate outside the organization. 5 key external forces for change: demographic characteristics, technological advancements, market changes, social and political pressures and a crisis.
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Demographic characteristics
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age, education, skill level, gender, immigration
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Technological advancements
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manufacturing automation, information technology
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Customer and market changes
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changing customer preferences, domestic and international competition, mergers and acquisitions.
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Social and political pressures
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war, values, leadership.
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Internal forces for change:
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come form inside the organization. Come from both human resource problems and managerial behavior/decisions.
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Human resource problems/prospects
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unmet needs, job dissatisfaction, absenteeism and turnover, productivity, participation/suggestions.
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Managerial behavior/decisions
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conflict, leadership, reward system, structural reorganization
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Generic typology of organizational change:
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as goes along becomes more complex, costly, and uncertain. Also increases in potential for resistance to change. Adaptive change: reintroduce a familiar practice. Innovative change: introduce a practice new to the organization. Radically innovative change: introducing a practice new to the industry.
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Lewin’s change model:
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3 stage model of planned change which explains how to initiate, manage, and stabilize the change process. Unfreezing: focus of this stage is to create the motivation to change. Encourage replacing old behavior or attitudes with new ones. Benchmarking can be used to help unfreeze organization. Changing: taken to improve some process, procedure, product, service or outcome of interest to the management, entails providing employees with new information, new behavioral models, new processes or procedures, new equipment, new technology, or new ways of getting the job done. Change should be targeted to some desired end-result. Refreezing: change is stabilized by helping employees integrate the changed behavior or attitude into their normal way of doing things. Positive reinforcement is used, coaching and modeling is also used for reinforcement. Extrinsic rewards particularly monetary incentives are frequently used to reinforce behavioral change
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Benchmarking
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process by which a company companies it performance with that of other companies, then learns how the strongest-performing companies achieve their results.
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A system Model of change
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Inputs: mission, vision, internal strengths and weaknesses, external opportunities and threats. →Strategic plans: strategies, goals. → Target elements of change: organizational arrangements: policies, procedures, roles, structure, rewards, physical setting. People: knowledge, ability, attitudes, motivation, behavior. Methods: processes, work flow, job design, technology. Social factors: organizational culture, group processes, interpersonal interactions, communication, leadership. → Outputs: organizational level, departmental/group level, individual level. →Then starts over again. →
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Mission statement
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represents the “reason” an organization exists, and an organization’s vision is a long-term goal that describes “what” an organization wants to become (often requires benchmarking against other companies).
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Strategic plan
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outlines an organization’s long-term direction and the actions necessary to achieve planned results.
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Target elements of change
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are the components of an organization that may be changed. They are used to diagnose problems and to identify change-related solutions. 4 targeted elements: organizational arrangements, social factors, methods, and people.
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Kotter’s 8 steps for leading organizational change
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1. Establishing a sense of urgency (unfreezing the organization by creating a compelling reason for change is needed.) 2. Create the guiding coalition (create a cross-functional, cross-level group of people with enough power to lead the change). 3. Develop a vision and strategy (create a vision and strategic plan to guide the change process). 4. Communicate the change vision (create and implement a communication strategy that consistently communicates the new vision and strategic plan). 5. Empower broad-based action (eliminate barriers to change, and use target elements of change to transform the organization. Encourage risk taking and creative problem solving.) 6. Generate short-term wins (plan for and create short-term wins or improvements. Recognize and reward people who contribute to the wins). 7. Consolidate gains and produce more change (the guiding coalition uses credibility form short-term wins to create more change. Additional people are brought into the change process as change cascades throughout the organization. Attempts are made to reinvigorate the change process. 8. Anchor new approaches in the culture (reinforce the changes by highlighting connections between new behavior and processes and organizational success. Develop methods to ensure leadership development and succession.)
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Organization Development
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OD consists of planned efforts to help persons work and love together more effectively over time, in their organizations. These goals are achieved by applying behavioral science principles, methods, and theories adapted from the fields of psychology, sociology, education, and management. ( a set of techniques or tools used to implement planned organizational change.)
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Some Organization Development interventions for implementing change
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survey feedback: questions to attain their perceptions and attitudes, then results shared with them, meaningful results can be communicated with employees so that they can then engage in problems solving and constructive changes. Process consultation: an OD consultant observes the communication process occurring in the work group and provides feedback to the members, give skills to identify and improve group dynamics on their own. Team Building: work groups are made to become more effective by helping members learn to function as a team, members are first interviewed independently to find out feelings and then they are taught to work together to solve these problems. Objective is for members to see how they can individually contribute to the group’s goals and efforts. Intergroup development: attempts to achieve better cohesiveness among several work groups, not just one. During this process, the change agent tries to elicit misperceptions and serotypes that the group have for each other so that at they can be discussed, lead to be coordination among them. Techno-structural activities: are interventions concerned with improving the work technology or organization design with people on the job. Work-technology change=using e-mail for communication, organizational-design change=making company less centralized in its decision making.
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Resistance to change
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is an emotional/behavioral response to real or imagined threats to an established work routine. Leading reasons or resistance: an individuals predisposition toward change, surprise and fear of the unknown, climate of mistrust, fear of failure, loss of status or job security, peer pressure, disruption of cultural traditions or group relationships, personality conflict, lack of tact or poor timing, non- reinforced reward system, past success.
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Commitment to change is the mind-set that binds an individual to a course of action deemed necessary for the successful implementation of a change initiative. (doing whatever it takes to effectively implement change.)
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Resilience to change; is a composite characteristic reflecting high self-esteem, optimism, and an internal locus of control. People with high resilience are expected to be more open and adaptable towards change.
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6 strategies for overcoming resistance for change
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education and communication, participation and involvement, facilitation and support: where people are resistance because of adjustment problems, negotiation and agreement, manipulation and co-optation, explicit and implicit coercion
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Fight or flight
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to either confront stressors or try to avoid them
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Stress
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behavioral, physical, or psychological response to stressors
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Eustress
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stress that is good or produces a positive outcome
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Stressors:
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environmental factors that produce stress
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A model of occupational stress
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Potential stressors: individual level: job demands, work overload and monotony, role conflict, role ambiguity, job security. Group level: group dynamics, managerial behavior, harassment. Organizational level: culture, structure, technology, introduction of change in work conditions. Extra-organizational: family, socioeconomic status, commuting time, noise, heat, crowding, and air pollution. →cognitive appraisal: primary, secondary. →moderators: social support, hardiness, type A behavior. →Coping strategies: control, escape, symptom management. → Outcomes: Psychological/attitudinal: job satisfaction, organizational commitment, job involvement, self-esteem, burnout, emotions, depression. Behavioral: absenteeism, turnover, performance, accidents, substance abuse, violence. Cognitive: poor decision making, lack of concentration, forgetfulness. Physical stress: cardiovascular system, immune system, musculoskeletal system, gastrointestinal system.
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Primary Appraisal
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determining whether a stressor is irrelevant, positive, or stressful.
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Secondary Appraisal
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assessing what might and can be done to reduce stress
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Control strategy
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coping strategy that directly confronts or solve problems.
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Escape Strategy
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coping strategy that avoids or ignores stressors and problems.
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Symptom management strategy:
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: coping strategy that focuses on reducing the symptoms of stress.
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Moderators:
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Social support: amount of helpfulness derived from social relationships. Types: esteem support(providing info that a person is accepted and respected despite any problems or inadequacies.), information support (help in defining, understanding, and coping with problems), social companionship, instrumental support(money)
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Hardiness
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personality characteristic that neutralizes stress. Involves the ability to perceptually or behaviorally transform negative stressors into positive challenges. Embraces: commitment, locus of control, and challenge.
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Type A behavior
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Aggressively involved in the chronic, determined struggle to accomplish more in less time. Hurried speech, tendency to move face, constant impatience with the rate at which most events take place, strong preference for liking or doing two or more things at once, tendency to turn conversations around to personally meaningful subjects or themes, tendency to interrupt while others are speaking, guilt feelings during period of relaxation, tendency to be oblivious to surroundings during daily activities, tendency to schedule more and more in less and less time, urgency feeling.
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Employees assistance programs
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help employees to resolve personal problems that affect their productivity.
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Holistic wellness approach
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advocates personal responsibility for healthy living. 5 dimensions: self-responsibility, nutritional awareness (eat well) , stress reduction and relaxation, physical fitness, and environmental sensitivity(be aware of environment and stressors).
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Stress reduction techniques
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muscle relaxation: uses slow, deep breathing and systematic muscle tension reduction. Biofeedback: a machine is used to train people to detract muscles tension, muscle relaxation is then used to alleviate this symptom of stress. Mediation: the relaxation response is activated by redirecting one’s thoughts away from oneself, a four-step procedure is used to attain passive stress-free state of mind. Cognitive restructuring: irrational or maladaptive thoughts are identified and replaced with those that are rational or logical. Holistic wellness: a broad, inter-disciplinary approach that goes beyond stress reduction by advocating that people strive for personal wellness in all aspects of their lives.
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