Management-Ch3- Managing Change Plain.ppt.pdf

Improving planning skills concernin management level

1. Managing Change in
Workplace
3

2. Learning Objectives
1.Compare and contrast views on the change
process.
2.Classify types of organizational change.
3.Explain how to manage resistance to change.
•Know how to be change ready by overcoming your
resistance to change.
4.Discuss contemporary issues in managing
change.
•Develop your skill in change management so you can
serve as a catalyst for change.
5.Describe techniques for stimulating innovation.

3. What Is Change and How Do
Managers Deal with It?
•Organizatonal Change
–Any alteraton of an organizaton’s people,
structure, or technology

4. Types of Change
•Structure
-Changing an organizaton’s structural components or its structural
design
•Technology
–Adoptng new equipment, tools, or operatng methods that displace
old skills and require new ones
•Automaton – replacing certain tasks done by people with machines
•Computerizaton
•People
–Changing attudes, expectatons, perceptons, and behaviors of the
workforce— something that’s not easy to do

5. Three Types of Change

6. Driving Forces for Change
•External Forces
•Marketplace
•Governmental laws and
regulatons
•Technology
•Labor market
•Economic changes
•Internal Forces
•Changes in
organizatonal strategy
•New equipment
•Employee attudes

7. Who Initiates Organizational
Change?
•Change Agents
•Persons who act as catalysts and assume the
responsibility for managing the change process.
•Types of Change Agents
•Managers: internal entrepreneurs
•Non-managers: change specialists
•Outside consultants: change implementaton
experts

8. Two Views of the Change
Process
•“Calm waters metaphor” of change
According to Lewin , Success full change can be Planned and requires:
•Unfreezing the status quo
•Changing to a new state
•Refreezing to make permanent change
•“White-Water Rapids metaphor” of change
The lack of environmental stability and predictability requires that
managers and organizatons contnually adapt to survive.
The white water metaphor is consistent with our discussion of un
certain and dynamic environments. It is also consistent with a world
that is increasingly dominated by informaton ideas and knowledge.

9. The Three-Step Change Process

10. How Do Organizations
Implement Planned Changes?
•Organizaton Development (OD)
•Eforts that assist organizatonal members with a
planned change by focusing on their attudes and values
•Popular OD eforts in organizatons rely heavily on group
interactons and cooperaton
•OD can take many forms such as survey feedback,
training programs, team building programs, …

11. Popular OD Techniques

12. Managing Resistance to
Change
•Why People Resist Change
•The ambiguity and uncertainty that change introduces
•The comfort of old habits
•A concern over personal loss of status, money, authority,
friendships, and personal convenience
•The percepton that change is incompatble with the
goals and interest of the organizaton

13. Techniques for Reducing
Resistance to Change

14. Changing Organizational Culture
•Cultures are naturally resistant to change.
•Conditons that facilitate cultural change:
•The occurrence of a dramatc crisis
•Leadership changing hands
•A young, fexible, and small organizaton
•A weak organizatonal culture

15. Stress and Stressors
•Stress - the adverse reacton people have to
excessive pressure placed on them from
extraordinary demands, constraints, or
opportunites.
•Stressors - factors that cause stress.

16. Relationship Between stress and
performance

17. STRESS IS NOT NECESSARILY BAD…

18. What Causes Stress?
•Role Conflicts – work expectatons that
are hard to satsfy.
•Role Overload – having more work to
accomplish than tme permits.
•Role Ambiguity – when role expectatons
are not clearly understood.

19. What Causes Stress? (cont.)
•Interpersonal Demands – pressures created by
other employees.
•Organizaton structure – excessive rules and an
employee’s lack of opportunity to partcipate in
decisions.
•Organizatonal leadership – the supervisory style of
the organizaton’s managers.

20. Personal Factors that can Create
Stress
•Type A Personality – people who
have a chronic sense of urgency and
an excessive competitive drive.
•Type B personality – people who are
relaxed and easygoing and accept
change easily.

21. Symptoms of Stress

22. How Can Stress Be Reduced?
•Job-related factors begin with employee
selection.
-A realistic job preview during the selection process
can minimize stress by reducing ambiguity over
job expectations.
-Performance planning program such as MBO
(management by objectives) will clarify job
responsibilities, provide clear performance goals,
and reduce ambiguity.

23. Stimulating Innovation
•Creatvity - the ability to combine ideas in a unique
way or to make an unusual associaton.
•Innovaton - turning the outcomes of the creatve
process into useful products, services, or work
methods.

24. Ideas, Creativity and Innovation
Creativity = (Idea + Action) = (Novelty)
Innovation = Novelty + value
Innovation = Idea + Action + Novelty + value

25. Innovation Variables

26. Structural Variables
•An organic-type structure positively
influences innovation.
•The availability of plentiful resources
provides a key building block for
innovation.
•Frequent communication between
organizational units helps break down
barriers.

27. Structural Variables (cont.)
•Innovative organizations try to minimize
extreme time pressures on creative
activities.
•Studies show that an employee’s creative
performance was enhanced when an
organization’s structure explicitly
supported creativity.

28. Cultural Variables
•Accept ambiguity – too much emphasis on
objectivity and specificity constrains creativity.
•Tolerate the impractical – what at first seems
impractical might lead to innovative solutions.
•Keep external controls minimal – rules,
regulations, policies, and similar
organizational controls are kept to a
minimum.

29. Cultural Variables (cont.)
•Tolerate risk – employees are encouraged
to experiment without fear of
consequences should they fail.
•Tolerate conflict – diversity of opinions is
encouraged.
•Focus on ends rather than means –
individuals are encouraged to consider
alternative routes toward meeting the
goals.

30. Cultural Variables (cont.)
•Use an open-system focus – managers
closely monitor the environment and respond
to changes as they occur.
•Provide positive feedback – managers
provide positive feedback, encouragement,
and support.
•Exhibit empowering leadership – leaders let
organizational members know that the work
they do is significant.

31. Human Resource Variables
•Idea champion – individuals who actvely and
enthusiastcally support new ideas, build support,
overcome resistance, and ensure that innovatons are
implemented.

32. Innovation and Design Thinking
•A strong connection exists between
design thinking and innovation.
•With a design thinking mentality, the
emphasis is on getting a deeper
understanding of what customers need
and want.

33. Exhibit 6-9: World’s Most
Innovative Companies

34. True or False
1-Organizatonal change can be any alteraton in an organizaton's people, structure, or
technology.
2-Change is something that managers strive to eliminate completely.
3-An example of a change in structure is an organizaton becoming more decentralized.

4-Labor markets are an internal force that creates a need for organizatonal change.
5-The "calm waters" metaphor imagines the organizaton as a large ship crossing a calm
sea.

35. True or False
6-In Lewin's view, the only way to efect change is to increase the driving forces that
direct change away from the status quo.
7-Kurt Lewin sees the frst step in change as the freezing of the status quo.
8-In the "white-water rapids" metaphor of change, managers should expect change at
any tme, and it may last for unspecifed lengths of tme.
9-Organizaton development (OD) consists of eforts to help organizaton members’ deal
with unplanned changes.
10-One important reason why organizaton development eforts are needed is that even
planned change can be very upsetng to members of an organizaton.

36. True or False
11-One reason people resist change is that it substtutes ambiguity for uncertainty.
12-Change threatens the investment you've already made in the status quo.
13-A manager who mentons that supervisors might lose their jobs if they don't go along
with a change is using the technique of coercion.

14-Stress can arise from an opportunity.
15-An employee who feels pressure to keep pace with work quotas is experiencing task
demand stress.

37. True or False
16-An employee who feels unsetled because he is not sure what his responsibilites is
experiencing role overload stress.
17-Managers should aspire to eliminate all stress from the work environment.
18-Autonomy on the job tends to increase stress.
19-Stress is not a physiological phenomenon.
20-A major disadvantage of coercion is that it is may be illegal.

38. Choose The Best Answer
•1) Organizatonal change is any alteraton of ________.
•A) structure, management, or goals
•B) people, structure, or technology
•C) rules, procedures, or management
•D) technology, goals, or management

39. Choose The Best Answer
•2) An individual is likely to resist change because of the feeling
________.
•A) of uncertainty
•B) that the change is in the organizaton's best interest
•C) of achievement
•D) of personal gain

40. Choose The Best Answer
•3) In the ________ metaphor, change is normal and expected and
managing it is a contnual process.
•A) marine-waters
•B) white-water rapids
•C) freshwater
•D) calm waters

41. Choose The Best Answer
•4) According to Kurt Lewin, which of the following is a stage in the
change process?
•A) driving
•B) restraining
•C) processing
•D) unfreezing

42. Choose The Best Answer
•5) ________ involves exchanging something of value for an
agreement to lessen the resistance to the change efort.
•
•A) Manipulaton and co-optaton
•B) Negotaton
•C) Coercion
•D) Educaton and communicaton

43. Choose The Best Answer
•6) In organizatons, people who act as catalysts and assume the
responsibility for managing the change process are called ________.
•
•A) change champions
•B) change generators
•C) change agents
•D) change masters

44. Choose The Best Answer
•7) Which of the following is a favorable conditon that will facilitate a
cultural change?
•A) the organizaton has a long existence
•B) a dramatc crisis occurs
•C) a stable leadership exists
•D) the organizaton has a huge workforce

45. Choose The Best Answer
•8) The unfreezing step of the change process can be thought of as
________.
•A) preparing for the needed change
•B) sustaining a change over tme
•C) changing to a new state
•D) changing the organizatonal structure

46. Choose The Best Answer
•9) According to Lewin, which of the following is the objectve of
refreezing?
•A) hindering the existng equilibrium
•B) stabilizing the new situaton
•C) directng behavior away from the status quo
•D) eliminatng the need for future change

47. Choose The Best Answer
•10) ________ is the adverse reacton people have to excessive
pressure placed on them from extraordinary demands, constraints,
or opportunites.
•
•A) Stereotyping
•B) Innovaton
•C) Stress
•D) Creatvity

48. Choose The Best Answer
•11) Stress symptoms are grouped under the categories of ________.
•A) physical, psychological, and behavioral
•B) physical, psychological, and cultural
•C) physical, economic, and legal
•D) physical, politcal, and social

49. Choose The Best Answer
•12) A ________ personality is characterized by chronic feelings of a
sense of tme urgency, an excessive compettve drive, and difculty
acceptng and enjoying leisure tme.1
•
•A) Type A
•B) Type B
•C) Type Y
•D) Type X

50. Choose The Best Answer
•13) ________ creates expectatons that may be hard to reconcile or
satsfy.
•A) Role confict
•B) Role overload
•C) Task ambiguity
•D) Task demand

51. Choose The Best Answer
•14) Which of the following is true regarding reducton of employee
stress?
•A) Improved organizatonal communicatons maximizes ambiguity-
induced stress.
•B) Job redesigns that increase opportunites for employees to
partcipate in decisions and to gain social support increase stress.
•C) In order to reduce stress, managers should make sure that the
employee's abilites match the job requirements.
•D) A realistc job preview during the selecton process maximizes
stress by reducing ambiguity over job expectatons.

52. Choose The Best Answer
•15) ________ refers to the ability to combine ideas in a unique way
or to make unusual associatons between ideas.
•
•A) Alteraton
•B) Diversity
•C) Creatvity
•D) Innovaton
•

53. End of Chapter (3)
Thank You