Organization Change

1. Organization Change • Organizational change is the process through which an organisation moves from the present state to an improved state. • Change management comprises three elements: evolution of the firm, its management and organization, and the people who work for it. • Three levels of change are observed: individual level, group level, and organisations.

2. Nature of Change • vital if a company were to avoid stagnation; • a process and not an event; • normal and constant; • fast and is likely to increase further in the present competitive business; • ‘directive’, that is, implemented by ‘top down’ management or ‘participative’, that is, involving those parties impacted by change; • is ‘natural’, that is, evolutionary or ‘adaptive’, that is, a reaction to external circumstances and pressures; • is ‘incremental’, that is continuous small changes or ‘step’, that is, radical shift from current to new processes; and • is interdependent on organizational environment or culture.3

3. Types of change • Evolutionary change and revolutionary change • Reactive change & proactive change

4. Forces for Change Force Examples Nature of the workforce More cultural diversity Aging population Many new entrants with inadequate skills Technology Faster, cheaper, and more mobile computers On-line music sharing Deciphering of the human genetic code Economic shocks Rise and fall of stocks Global economy slowdown Competition Global competitors Mergers and consolidations Growth of e-commerce

5. Forces for Change Force Examples Social trends Internet chat rooms Retirement of Baby Boomers Rise in discount and “big box” retailers World politics Iraq–U.S. war Opening of markets in China War on terrorism following 9/11/01 Outsourcing noise

6. Managing Planned Change ChangeMaking things different. Goals of Planned Change: Improving the ability of the organization to adapt to changes in its environment. Changing the behavior of individuals and groups in the organization. Planned ChangeActivities that are intentional and goal oriented. Change AgentsPersons who act as catalysts and assume the responsibility for managing change activities.

7. Resistance to Change Forms of Resistance to Change • Overt and immediate • Voicing complaints, engaging in job actions • Implicit and deferred • Loss of employee loyalty and motivation, increased errors or mistakes, increased absenteeism • Deferred resistance clouds the link between source and reaction

8. Sources of Resistance to Change

9. Sources of Individual Resistance to Change

10. Sources of Organizational Resistance to Change

11. Overcoming Resistance to Change • Tactics for dealing with resistance to change: • Education and communication • Participation • Facilitation and support • Negotiation • Manipulation and cooptation • Coercion

12. Tactics for Overcoming Resistance to Change • Education and Communication • Show those effected the logic behind the change • Participation • Participation in the decision process lessens resistance • Building Support and Commitment • Counseling, therapy, or new-skills training • Implementing Change Fairly • Be consistent and procedurally fair • Manipulation and Cooptation • “Spinning” the message to gain cooperation • Selecting people who accept change • Hire people who enjoy change in the first place • Coercion • Direct threats and force

13. Six Methods for Dealing With Resistance to Change

14. The Politics of Change • Impetus for change is likely to come from outside change agents. • Internal change agents are most threatened by their loss of status in the organization. • Long-time power holders tend to implement only incremental change. • The outcomes of power struggles in the organization will determine the speed and quality of change.

15. Lewin’s Three-Step Change Model

16. Lewin’s Three-Step Change Model • Unfreezing • Change efforts to overcome the pressures of both individual resistance and group conformity • Refreezing • Stabilizing a change intervention by balancing driving and restraining forces

17. Force field analysis • Driving ForcesForces that direct behavior away from the status quo. • Restraining ForcesForces that hinder movement from the existing equilibrium.

18. Unfreezing the Status Quo

20. The Six-Stage Change Process

21. Kotter’s Eight-Step Plan for Implementing Change • Establish a sense of urgency by creating a compelling reason for why change is needed. • Form a coalition with enough power to lead the change. • Create a new vision to direct the change and strategies for achieving the vision. • Communicate the vision throughout the organization. • Empower others to act on the vision by removing barriers to change and encouraging risk taking and creative problem solving. • Plan for, create, and reward short-term “wins” that move the organization toward the new vision. • Consolidate improvements, reassess changes, and make necessary adjustments in the new programs. • Reinforce the changes by demonstrating the relationship between new behaviors and organizational success.

22. Kotter’s Eight-Step Plan • Builds from Lewin’s Model • To implement change: • Establish a sense of urgency • Form a coalition • Create a new vision • Communicate the vision • Empower others by removing barriers • Create and reward short-term “wins” • Consolidate, reassess, and adjust • Reinforce the changes Unfreezing Movement Refreezing