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33 Cards in this Set
- Front
- Back
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Forces of change
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-workforce
-technology -competition -social trends -political trends |
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workforce
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multicultural, aging, demographic changes, immigration and outsourcing
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technology
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faster, cheaper and more mobile computers. technological challenges, changes and opportunities
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competition
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global competitors, mergers and consolidations, growth of e-commerce. need flexible and responsive workforce
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social trends
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internet chat rooms, retirement of baby boomers. rise in discount and "big box" retailers
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political trends
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iraq-US war, opening of markets in china, war on terrorism-->creation of back up systems,employee security, employee profiling, employee stereotyping, and anxiety
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sources of individual resistance to change
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-habit
-security -economic factors -fear of unknown -selective information processing |
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habit
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we rely on habits or programmed responses. become accustomed to our ways
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security
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change threatens feelings of safety
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economic factors
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change can arouse economic fears if people are worried that they won't be able to perform new tasks
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fear of unknown
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change substitutes ambiguity and uncertainty for the unknown
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selective information processing
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individuals are guilty of selectively processing information in order to keep perceptions intact. they ignore information that challenges the world they've created
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sources of organizational resistance to change
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-structural inertia
-limited focus change -group inertia -threats to expertise -threats to power -threats to resource allocations |
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structural inertia
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organizations have built in mechanisms-like their selection processes-to produce stability. when change occurs, SI acts as a counterbalance to sustain stability
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limited focus of change
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organizations are made up of interdependent subsystems. limited changes in subsystems tend to be nullified by the larger system
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group inertia
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groups act as a constraint to change
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threats to expertise
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changes may threaten the expertise of specialized groups
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threats to power relationships
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any redistribution of decision making authority can threaten long-established power relationships within the organization
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threats to resource allocations
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groups that control sizable resources see change as a threat. tend to be content with the way things are
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overcoming resistance to change
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-education and communication
-participation -facilitation and support -negotiation -manipulation and cooptation -coercion |
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education and communication
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fights effects of misinformation and poor communication. can be helpful in "selling" the need for change
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participation
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it's difficult for individuals to resist change decision if they participated in it
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facilitation and support
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employee counseling, new skills training
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negotiation
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exchange of goods or services and attempt to agree
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manipulation
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covert influence attempts. twisting and distorting facts, withholding information
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cooptation
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form of manipulation and participation. "buy-off" leaders of resistance group. leaders advice is sought to gain endorsement
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coercion
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application of direct threats or force on resistors
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unfreezing
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changing to overcome the pressures of individual resistance and group conformity
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movement
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change process that transforms the organization from the status quo to a desired end state
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refreezing
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stabilizing a change intervention by balancing forces
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goals of organization development
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-improve organization effectiveness
-improve organization's capacity to solve own problems and change itself |
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values of organization development
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-respect for people
-trust and support -power sharing and participation -openness to information |
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organization development application issues
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-differences in organization culture
-differences in national cultures -politics of change -ethics of control |
