Man Ch. 10.1, 10.2, 10.5

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target elements of change

"which levers can we pull that will produce the change we want?" 4 Target Elements of Change 1. People: their knowledge, ability, attitude, motivation and behavior 2. Organizational Arrangements: such as policies and procedures, role, structure, rewards, and physical settings 3. Methods: processes, workflow, job design and tech 4. Social Factors: culture, group processes, interpersonal interactions, communication and leadership

Somewhat Threatening: Innovative Change

- Introduction of a practice that is new to the organization - Moderately difficult to implement - Somewhat threatening to Employees

Least Threatening: Adaptive Change

- Reintroduction of a familiar practice - Easiest to Implements Successfully - Least Threatening to Employees

The Causes of Resistance to Change

- Resistance to change: an emotional/behavioral response to real or imagined threats to an established work routine. Causes: 1. Employee characteristics, 2. Change agent characteristics, 3. The change agent-employee relationship

Two things that are important to realize about the target elements of change

1. Any changes made in the target elements will ripple across the entire org 2. All org changes ultimately affect the people in it visa versa

2 ways to apply systems model of change

1. As an aid during the strategic planning process 2. As a diagnostic framework to identify the causes of org. problems and propose solutions

External Forces to the Org

1. Demographic Characteristics 2. Tech Advancements 3. Shareholder, Customer, and Broad Stakeholder Concerns - Some Shareholders may form a Benefit Corporation in which the company is legally required to adhere to socially beneficial practices such as helping customers, the community or the environment 4. Social and Political Pressures

Two Types of Internal Forces

1. Human Resource Concerns 2. Managers' Behavior

10 reasons why employees resist change

1. Individuals predisposition towards change 2. surprise and fear of the unknown 3. climate of mistrust 4. fear of failure 5. loss of status or job security 6. peer pressure 7. disruption of cultural traditions or group relationships, 8. personality conflicts 9. Lack of tact or poor timing, 10. Nonreenforcing reward systems

A System's approach to change

1. Inputs 2. Target Elements of Change 3. Outputs

Match each statement to the reason for change resistance that it best depicts: Your manager ensures you the change won't alter your salary, but you worry he'll only look out for himself.

Climate of mistrust

Match each statement to the reason for change resistance that it best depicts: Five close members of a department are reassigned and are no longer part of the same work group.

Disruption of cultural traditions or group relationships

Match each statement to the reason for change resistance that it best depicts: New procedures are vastly different from old ones, and you aren't sure you can learn them.

Fear of failure

Feedback

How is the change working and what alterations need to be made?

Match each statement to the reason for change resistance that it best depicts: You immediately resist an organizational change because you have a deep fear of change.

Individuals' predisposition toward change

Classify each item as either an input, a target element of change, or an output: Alignment with the organization's mission, vision, and strategic plan are key.

Input

Classify each item as either an input, a target element of change, or an output: Asking the question "why do we need to change?"

Input

Classify each item as either an input, a target element of change, or an output: Readiness for change is key.

Input

Select the correct force for change that each item represents: Job dissatisfaction

Inside force: human resource concerns

Select the correct force for change that each item represents: Unmet needs

Inside force: human resource concerns

Select the correct force for change that each item represents: Absenteeism and turnover

Inside force: human resource concerns

Select the correct force for change that each item represents: Participation/suggestions

Inside force: human resource concerns

Select the correct force for change that each item represents: Productivity

Inside force: human resource concerns

Select the correct force for change that each item represents: Managerial leadership

Inside force: managers' behavior

Select the correct force for change that each item represents: Reward systems

Inside force: managers' behavior

Select the correct force for change that each item represents: Structural reorganization

Inside force: managers' behavior

Match each statement to the reason for change resistance that it best depicts: The organization implements massive structural changes with no explanation.

Lack of tact or poor timing

Match each statement to the reason for change resistance that it best depicts: You worry that recent technology changes may eliminate the need for your managerial position.

Loss of status or job security

Proactive Change

Managing anticipated problems and opportunities

Match each statement to the reason for change resistance that it best depicts: All employees now must work two extra hours per week with no additional pay.

Nonreinforcing reward systems

Classify each item as either an input, a target element of change, or an output: May occur at the organizational, group, or individual level (or all three).

Output

Classify each item as either an input, a target element of change, or an output: Most difficult to effect at the organizational level

Output

Classify each item as either an input, a target element of change, or an output: Asking the question "what results do we want from the change?"

Output

Select the correct force for change that each item represents: Gender

Outside force: demographic characteristic

Select the correct force for change that each item represents: Skill level

Outside force: demographic characteristics

Select the correct force for change that each item represents: Age

Outside force: demographic characteristics

Match each statement to the reason for change resistance that it best depicts: Your boss suddenly and without warning announces her resignation and replacement.

Surprise and fear of the unknown

Classify each item as either an input, a target element of change, or an output: Included here are people, organizational arrangements, methods, and social factors

Target element of change

Classify each item as either an input, a target element of change, or an output: It is important to remember that changes in one element will ripple across the entire organization.

Target element of change

Classify each item as either an input, a target element of change, or an output: People are ultimately affected, regardless of what the change is.

Target element of change

Inputs

Why should we change, and how willing are we to change - Readiness for change components: 1. How strong the company needs the propose the change 2. How much do the top managers support the change 3. How capable employees are handling the change 4. How pessimistic or optimistic the employees are about the consequences of the result

force feild analysis

a technique to determine which forces could facilitate a proposed change and which forces could act against it. 2 Steps: 1. Identify thrusters and counter-thrusters 2. Remove the most important negative forces and increase positive forces

3 Forms of Change

adaptive, innovative, radically innovative

When there is a climate of mistrust, employees

are less likely to accept change.

When a grocery store chain adopts a new practice of its competitors by staying open 24 hours a day, requiring employees to work flexible schedules, it is implementing a(n) ________ change.

innovative

Select the correct force for change that each item represents: Conflict

inside force: managers' behavior

Very threatening: Radically innovative change

involves introducing a practice that is new to the industry - very difficult to implement - highly threatening to Employes

Two Types of Change

reactive and proactive

Reactive Change

responding to unanticipated problems and opportunities

Classify each item as either an input, a target element of change, or an output: These represent four levers that managers may use to diagnose problems.

target element of change

In the ________ stage of Kurt Lewin's change model, managers try to instill in employees the motivation to change, encouraging them to let go of behaviors that are resistant to innovation.

unfreezing

Outputs

what results do we want from the change

Supertrends that are shaping the future of business:

1. The marketplace is becoming more segregated 2. Competitors offering specialized solutions require us to get our products to the market faster 3. Some companies are unable to survive disruptive innovation 4. Offshore suppliers are changing the way we work 5. Knowledge, not information, is becoming the new competitive advantage

Lewin's Change Model

1. Unfreezing: creating the motivation to change 2. Changing: learn new ways of doing things 3. Refreezing: support and reinforce the change

Select the correct force for change that each item represents: Education

Outside force: demographic characteristics

Select the correct force for change that each item represents: Immigration

Outside force: demographic characteristics

Select the correct force for change that each item represents: Changing customer preferences

Outside force: shareholder, customer, and broader stakeholder concerns

Select the correct force for change that each item represents: Domestic and international competition

Outside force: shareholder, customer, and broader stakeholder concerns

Select the correct force for change that each item represents: Mergers and acquisitions

Outside force: shareholder, customer, and broader stakeholder concerns

Select the correct force for change that each item represents: Leadership of a country

Outside force: social and political pressures

Select the correct force for change that each item represents: Values

Outside force: social and political pressures

Select the correct force for change that each item represents: War

Outside force: social and political pressures

Select the correct force for change that each item represents: Information technology

Outside force: technological advancements

Select the correct force for change that each item represents: Manufacturing automation

Outside force: technological advancements

Match each statement to the reason for change resistance that it best depicts: Your work colleague is upset about a change to the department, therefore you resist the change, too.

Peer pressure

Match each statement to the reason for change resistance that it best depicts: A notoriously unlikeable manager delivers the news of a change.

Personality conflicts


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