OB Chp 16

Systems model of change Inputs

- Intended change must align with: Mission, Vision - Readiness for change: Necessity, top management support, personal ability to cope with changes, received personal consequences

Three general models of changes

- Adaptive change: Reintroducing a familiar practice - Innovative change: Introducing a practice new to the organization - Radically innovative change: Introducing a practice new to the industry

Internal Forces for change

- Come from inside the organization - Forces may be subtle (low job satisfaction) - May manifest in outward signs (low productivity, conflict, or strikes)

Systems Model of change - Target of change

- Components of organization that may change - used to diagnose problems and identify change-related solutions - Consist of: organizational arrangements, social factors, methods, people

Kotter's Steps for Leading Organizational Change

- Concentrates on effective implementation - Does not help in diagnosing the need for or targets for change - Provides specific recommendations about behaviors and activities needed to lead organizational change

Occupational stress- coping strategies

- Control strategy - Escape strategy - Symptom management strategy

Cause of resistance to change - Change agent charactertistics

- Decisions that disrupt cultural traditions or group relationship - Personality conflicts - Lack of tact or poor timing - Leadership style - Failing to legitimize change

How Does OD Influence Organizational Outcomes?

- Employee satisfaction - Varying one target element to change creates changes in other target elements - Intervetions using more than one technique are more effective in changing job attitudes - US and Euro firms use OD interventions more frequently than firms from China and Japan

External forces for change

- Originate outside of an organization - Can apply to the organization, competitors, or the entire industry - Dramatically affects why an organization exists and which markets it will participate in and how

Overcoming resistance to change - Methods

- Provide as much info as possible - Inform employees about the reason - Conduct meetings to address employees' questions - Provide employees the opportunity to discuss how the proposed change might affect them - Do not assume people are conciously resisting change - Important for management to obtain employee feedback about obstacles to change - Consider modifying the targeting elements of change

Occupational stress- Stress outcomes

- Psychological/attitudinal - Behavioral - Cognitive - Physical stress

Systems model of change - Outputs

- Represent the desired end results or goals of a change - Should be consistent with organization's strategic plan - Can be at the individual, group, or organizational level

Occupational stress - Potential stressors

- individual level: Work overload, unclear directions - group level: Slacking - organizational level - extra-organizational

Systems model of change - Strategic plans

- outlines an organization's long-term direction and the actions necessary to achieve planned results - Based on SWOT

Systems model of change

-Based on the notion that any change, no matter how big or small, has a cascading effect throughout an org; - used to diagnose what to change and to determine how to evaluate the success of a change effort

How does OD work?

1. Diagnosis 2. Intervention 3. Evaluation 4. Feedback

Kotter's Steps for Leading Organizational Change

1. Establish a sense of urgency 2. Create the guiding coalition 3. Develop a vision and strategy 4. Communicate the change vision 5. Empower the broad-based action 6. Generate short-term wins 7. Consolidate gains and produce more change 8. Anchor new approaches in the culture

3 stages of Lewin's change model

1. Unfreezing 2. Changing 3. Refreezing

All of the following are causes of resistance to change EXCEPT: A. Change agent who is perceived as transformational leader

A. Change agent who is perceived as transformational leader

Managers at Storm Kayak Corporation changes their marketing strategy to target baby boomers. Which change force did SKC experience? A. Internal: job satisfaction B. Internal: Leadership C. External: demographic

C.

When managing organizational change, managers should do all of the following EXCEPT: A. provide employees with new info for getting the job done B. Be clear on the averarching motive for change C. Generated short-term wins D. Discourage individuals to replace old behaviors and attitudes with new ones

D. Discourage in

Janice is experiencing a stressful situation at work. She reacts to the situation by going out drinking after work. Which coping strategy is Janice using? A. Control strategy B. Presenteeism strategy C. Escape strategy D. Cognitive restructuring strategy E. symptom management strategy

E. Symptom management strategy

Causes of resistance to change - Recipient charactertistics

Includes a variety of individual differences: - Dispositional resistance to change - Surprise and fear of the unkown - Fear of failure - Loss of status - Peer pressure - Past success

Lewin's Change model

Key assumptions underlying Lewin's Model: - Learn and unlearn - Motivation - People make or break - Resistance - Reinforce

Organization Development

Planned change aimed at increasing an organizations ability to improve itself - Takes theories and results from the lab and applies them to real-life settings - Distinctively democratic and participative approach to solving conflicts and problems

What is stress

an adaptive response to a situation that is perceived as challenging or threatening to the person's well-being -Physical, emotional, behavioral reactions

What is resistance to change?

any thought, emotion, or behavior that does not align with real or potential changes to existing routines

Occupational stress - Cognitive appraisals

Primary Appraisal: Perceptions of whether a stressor is irrelevant, positive, or negative - Secondary appraisals: Perceptions of how able you are to deal or cope with a given demand

Causes of resistance to change - Change agent - recipient relationship

Resistance is reduced when there is a positive, trusting relationship

What is good stress?

Stress associated with positive emotions and outcomes called eustress Illustrates that: - Stress is not merely nervous tension - Stress can have positive consequences - Stress is not something to be avoided - The complete absence of stress if death

Dynamic model of resistance to chang

recipient characteristics, change agent characteristics, change agent-recipient relationship

Presenteeism

when employees show up but are sick or otherwise in no condition to work productively