Chap 10 MGMT
Types of organizational change (4)
1) Changing strategy 2) changing structure and design 3) changing technology 4) changing people processes and culture
Organizational Interventions (9)
1) Survey feedback 2) Process Consultation 3)Team building 4) Role negotiation- helps groups/individuals know what their responsibilities are 5) Life and career planning- structured counseling about integrating life and career oals6) Third party peacemaking 7) Tech-Structural Redesign- redesigning org structure like reporting relations, division of labor 8) Job redesign 9) Grid OD- enables groups and individuals to assess their own strengths and weaknesses
Lewin's Model of Change
1) Unfreezing- disruption, discrepancies observed, perceived performance gap 2) Moving- transition, development of new behaviors, values, attitudes 3) Refreezing- stabilizes org at new state of behavioral equilibrium
During transition state of change what must occur
1) activity planning- noting specific events that must be integrated to produce the change, Lewin's terminology of reducing restraining forces and increasing driving forces 2) commitment planning- identifying key political powers in org and getting them to commit to new idea 3) management structures- help run things during transition, plan direction of changes
What Organizational Development does (6)
1) deals with whole systems (company department, work group) instead of individual or single function 2) uses behavioral science knowledge in areas of leadership, motivation and conflict resolution 3) involves planned change that is adaptive, ongoing process of solving people-related problems 4) creation and reinforcement of change 5) encompasses strategy, structure and process changes 6) improving orgs effectiveness in productivity and work life quality
Congruence Model of Change, main takeaway that one part of process will effect the others
3 parts: Inputs- raw materials, environmental factors, history, customer feedback and orgs strategy; Processes- technology, human resource activities, culture, structure and measurement systems; Outputs- everything that reflects the firm's effectiveness like finished product, group commitment, and individual outcomes like job satisfaction, personal performance and attendance
Comprehensive Model of Planned Change: bottom of pyramid
Bottom is recognize need for change, once recognized managers must motivate change by preparing for change and overcoming natural resistance to change
Comprehensive Model of Planned Change: top
Create a vision, similar to Lewin's refreezing state, helpful mechanisms to show clear vision to everyone are clear mission statement, specific statement of desired performance and human outcomes, clear explanation of processes and midpoint goals to keep motivation high
Comprehensive Model of Planned Change: methods of dealing with resistance to change
Education and communication, Employee participation, Managerial support, Negotiation, Manipulation-selectively distributing info, co-optation-having resistant individuals join change team, coercion-threaten punishment for resistance to change
Comprehensive Model of Planned Change: 2nd from bottom
Readiness for change, similar to Lewin's unfreezing step, managers can make themselves more sensitive to pressure for change by surrounding themselves with networks of people and orgs with different perspectives and views
Comprehensive Model of Planned Change: 3rd from bottom
Resistance to change, most common reasons include insecurity, reaction against way change is presented, lack of understanding, new technologies can eliminate jobs
Comprehensive Model of Planned Change is a __
Step by step plan for managers for implementing major change
Organizational development is usually carried out with
aid of consultant, either from outside company, or within that is separate from team being assisted
Organizational change
any modification in the behaviors or ideas of an org or its units
Changing strategy
changes the markets it will target, kinds of products it will sell and how to be sold, level of global activity and various partnerships. Involves an attempt to align company's resources with various environmental forces
Changing People Processes and Culture
changing process of communicating, motivating, leading and interacting in groups. Leadership training, for major change to succeed fundamental alterations must occur in 3 areas: 1)coordination or teamwork especially between departments and between labor and management 2)commitment to high level of effort, cooperation and planned actions 3)improved conceptual, analytical and interpersonal skills in both labor and management
Forces causing organizational change: external
general environments and task environments,
Forces causing organizational change: internal
internal changes come from within the company usually starting with owners top management and employees, sometimes are responses to external changes
Changing Technology
introducing tech changes in manufacturing or services to keep pace with massive environmental changes and competitive challenges. Information technology, robots, work processes
Managers can sustain momentum of the change by
providing resources, developing new competencies and skills, reinforce new behaviors and build support system
incremental vs. quantum change
relatively small change compared to large scale planned change which involves significantly altering how the firm operates usually by altering multiple organization levels and the dimensions of the structure, culture, reward system and strategy
Changing structure and design
structural changes in departmentalization, hierarchical reporting relationships and overall design. Most common reason to restructure is to meet customer needs more effectively
reactive change
when orgs members react spontaneously to external and internal forces but do little to modify these forces or their behaviors
planned change
deliberate structuring of operations and behaviors often in anticipation of environmental forces
