Man Ch. 10.1, 10.2, 10.5
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
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
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
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
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