MGT Chapter 12

Five Steps to Effective Change

1. Define The Change- Clearly define what it is and the systems effects it will have. 2. Identify Possible Resistance- Be prepared for all the reasons people will resist. 3. Plan The Change- Make a clear and reasonable plan and set a timetable. 4. Implement It- Give the facts & how it effects the people, involve the employees with ownership helps get commitment, provide support by get input and help from employees, listen to their concerns and provide training. 5. Control It- Follow up to make sure it is working if not make corrections where necessary to attain the desired outcome.

Coaching

1. Refer to past feedback- What they were supposed to do. 2. Describe current performance- Give specific examples of needed changes. 3. Describe desired performance- In detail & why it is important with more training. 4. Get a commitment for change- There must be a willingness to change/improve. 5. Follow up- Include positive reinforcement and how the follow up will be done.

The Training Cycle

5 Steps include: Do A "Needs" Assessment- Who needs training and what kind. Set Goals- What will they be able to do at end of training. Prepare For The Training- Decide what methods of training are best. Conduct The Training- Do it. Measure And Evaluate The Results- This is the "follow-up" to see what they have learned and a performance appraisal is used.

Force Field Analysis

A technique that diagrams: the current level of performance, the forces that hinder changes and the driving forces toward change. This is particularly useful for group problem solving as it helps people to visualize problems and solutions.

Resistance

After the initial shock, the reality hits, then resistance sets in. "No I won't do that!"

Machines

Any new type of manufacturing equip computers (usually a part of any new machines).

Management Information Systems (MIS)

Are formal systems for collecting, processing, and disseminating the information necessary to aid managers in decision making.

Side Stepper

Asks you to delegate it to someone else. Say "no... I asked you to do it because....."

Morale

Based on attitudes and satisfaction with the organization and can be different at various levels within the organization. Used on 7 Dimensions of Climate.

Team Building Goals

Clarify the goals and personal responsibilities, identify obstacles/problems in the way, develop team skills, determine preferred style of teamwork, use talents/strengths of all team members and develop open/honest/trusting relationships.

Team- Building Program Agenda

Climate Building- Change Agent develops trust & openness. Process & Structure Evaluation- Team decides it's ideal norms. Problem Identification- Team identifies weak/strong areas. Problem Solving- Priorities are set. Training- To address the new skills needed. Closure- Summary, set follow-up and commitments.

Threatener

Complies but says others won't like it. You say..."let me worry about that part."

Organizational Culture

Consists of the shared values and assumptions of how its members will behave. Success and shared experiences also shape culture. Is learned mostly by observing people and events in the organization. New people need to learn and become integrated into an organization's culture to be part of it.

Stages in the Change Process

Denial, Resistance, Exploration, and Commitment.

Standards

Describes performance levels in the areas of quantity, quality, time, and cost.

Overcoming Resistance to Change

Develop a Positive, Climate for Change, Encourage Interest in Improvement, Plan, Give Facts, Clearly State Why Change is Needed and How it Affects Employees, Create a Win-Win Situation, Involve Employees, Provide Support, Stay Calm Avoid Direct Confrontation, Use Power and Ethical Politics.

Development

Developing ability to perform both present and future jobs.

Training

Developing necessary skills to perform the present job.

Beliefs

Facts can be proved, this cannot be proved because we feel the change is correct or incorrect.

Sources

Facts, beliefs, and values.

Intensity

Four basic reactions/strong to weak: acceptance, tolerance, resistance, and rejection.

Assaulter

Gets verbally abusive, you can refuse to tolerate it or try to be empathetic.

Five Ways to Learn the Culture

Heroes- Those who make outstanding contributions to the organization. Stories- Often about the founders/heroes that make the org. special - public statements and speeches can also be stories. Slogans- That the orgs' philosophy is...contained in a brief phrase. Symbols- Plaques, pins, jackets, caps, business cards, and signage Ceremonies- Awards dinners for top performers, etc.

Process

How a business changes raw material into finished goods, services, or information. Computers have changed the way we process information.

Resistance to Change

Includes the variables of intensity, source, and focus which together explain why people are reluctant to change.

Survey Feedback

Is an O.D. technique that uses with questionnaires to gather data that are used as the basis for change. 6 Steps include: Preliminary planning to develop survey, questionnaire is given to all members of org., data analysis is conducted, change agent gives results to management, management evaluates and discusses with employees and corrective action plans are developed and implemented.

Organizational Development

Is the ongoing planned process of change used as a means of improving the organization's effectiveness in solving problems and achieving its goals. Change Agent- Person responsible for this.

Performance Appraisal

Is the ongoing process of evaluating employee job performance. After someone is hired, and during and after their training, their performance must be evaluated. Two objectives is development of employee and evaluation of the employee.

Work Environment

Job itself and the physical change and climate.

Lewin's Change Model

Kurt Lewin (1950's) designed a model for facilitating change...it is still used today to change people's behavior, skills, and attitudes. 3 - Steps Unfreezing- Reducing forces that maintain the status quo. Moving- Learning new desirable behaviors, skills, & attitudes. Refreezing- Establishes the new status quo through positive reinforcement.

Strong and Weak Cultures Positive and Negative Cultures

Need to know the work culture. Strong = have clear values that are shared to the extent of similar behavior Positive = has norms that contribute to effective performance and productivity. Weak = no stated values and do not enforce behavior standards. Negative = experiences resistance and turmoil that hinders effective performance. The Most Effective Organizational Structure Is: Strong And Positive

Resistance is Futile

Number of reasons include: 1. They like things the way they are, want to maintain the status quo. 2. They fear the unknown and uncertainty makes us nervous. 3. They have anxiety about having to learn something new. 4. Plain old fear of losing their jobs, they feel threatened, and out of control of the situation.

Team Building

OD technique designed to help work groups operate more effectively, typical agendas vary according to the Change Agent and needs of the org - but usually include all of the things we have learned about how teams develop.

Commitment

Once people have a handle on what and how and who they will either embrace the change and move and grow with it - or continue to be resistant (what is the outcome of continued resistance?).

Exploration

Once the changes start being implemented - then people start to understand it more & try to see how they fit in to it ("will I get trained for this?").

Types of Changes

Organizations are composed of 4 interactive variables include: Technological Changes, Structural Changes, Task Changes and People Changes.

People Change

People are the most important resource in any organization. People create, manage, and use technology. It's usually the social changes that go along with the technical changes that affect people the most.

Denial

People first hear rumors through the grapevine that change is coming. "Oh, that can't be true! It affects others but not me."

Self

People to want to know "what is in it for me?"

Others

People want to consider how the change will affect their friends, peers and colleagues.

Staller

Puts you off- says "later" ask why not now.

Blocker

Refuses and ask what they want to do instead.

Reverser

Says "ok" but doesn't do it (passive aggressive) and if you like the change why didn't you do it like you said you would?!

Roller

Seems confused and be specific and detailed.

Focus

Self, others, and work environment.

Automation

Simplification or reduction of human effort required to do a job. Changes of jobs available, increase need for training and education to allow skills to get a college degree.

5 Steps of Performance Appraisals

State job responsibilities, develop standards and measurements, conduct informal appraisals by coaching, prepare for formal appraisals with interviews and conduct the formal appraisal.

Facts

Statements that identify reality.

Structural Change

Structure of an organization means how it is designed, how the departments are divided, and what the hierarchy of the employees is. It is important to coordinate structure with technology.

7 Dimensions of Climate

Structure- Constraints, rules, regulations, policies and procedures. Responsibility- Degree of control over your own job (autonomy). Rewards- Degree of being rewarded or punished. Warmth- Degree of satisfaction with human relations on the job. Support- How much help you get and the level of cooperation. Organizational Identity And Loyalty- Degree to which emps. identify with and feel loyal to. Risk- How much risk taking is encouraged.

Sociotechnical System

Success depends on integrating people and technology and we should never underestimate the impact of change on people.

Global Differences in Change

The big 5 personality types are global - therefore people in all cultures are more or less open to change based on their individuality. But...cultural values do have influence over their degree of openness. Individual Based Cultures- The U.S. & most western cultures, concerned more about helping themselves and more likely to resist change if it doesn't directly benefit them. Overall they value change and the ability to deal with change positively. Slower To Change Cultures with Value Tradition More- Asian countries & some Middle Eastern. Collective Based Cultures like Japan, Mexico tend toward improving the team effort. Respond More To Power like France, China, India.

Tasks

The day-to-day things that people do to perform their jobs. As technology and structures change...so do people's routine.

Organizational Climate

The relatively enduring quality of the internal environment of the organization as perceived by its members. It's employee's perception of the atmosphere of the internal workings of the org. Important because emps. perceptions are the basis for their attitudes toward their jobs - and their attitudes affect their behavior.

Politician

Tries to get out of it by saying you owe them something. You say "okay...but I need this now."

Values

What people believe are worth pursuing or doing.

Tasks Change

people's skills must change, ongoing job training is a must and organizations must be prepared to hire new people with the new skills they need.