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Fundamentals of Changing an Organization: Factors, Strategies, and Tools

Learn about the principles and factors involved in changing organizations effectively. Discover how to handle stress, conflict, and virtuality in the process. Topics include change agents, impacts of change on employees, managing stress, resolving conflict, and challenges of virtual organizations.

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Fundamentals of Changing an Organization: Factors, Strategies, and Tools

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  1. CSC350: Learning Management Systems COMSATS Institute of Information Technology (Virtual Campus)

  2. Lecture # 11Changing OrganizationsStress, Conflict, and Virtuality

  3. Review of the Previous Lecture • Finding appropriate human resources • Relationship among recruitment efforts, an open position, sources of human resources, and the law • Use of tests and assessment centers in employee selection • How the training process operates • Performance appraisals and how best they can be conducted

  4. Topics of Discussion • Fundamental principles of changing an organization • Insights about factors to consider when changing an organization • An appreciation for the relationship between change and stress • How to handle conflict as a factor related to organizational change • Knowledge about virtuality as a vehicle for organizational change

  5. FUNDAMENTALS OF CHANGING AN ORGANIZATION • Process involves modifying an existing organization to increase organizational effectiveness • Managers realize the reality and necessity of change for organizational success in today’s environment

  6. Change Versus Stability

  7. FACTORS TO CONSIDER WHEN CHANGING AN ORGANIZATION • Change Agent • Determining What Should be Changed • Kind of Change to Make • Individuals Affected by the Change • Evaluation of the Change

  8. Factors Influence on Success of the Change

  9. Change Agent • Most important factor • Individual/individuals inside/outside organization who work to modify and implement the change • Requires skills to solve change-related problems

  10. Determining What Should Be Changed • People Factors • Attitudes, Leadership Skills, Communication Skills • Structural Factors • Organizational Controls, Policies, Procedures • Technological Factors • Equipment or Processes Assisting Employees in Performance of Jobs

  11. Impact on Organizational Effectiveness

  12. Kind of Change to Make • Technological • Modifying level of technology used • Structural • Changing organizational controls • People • Organization development - OD

  13. Grid OD

  14. Weaknesses of OD • Time consuming • Effectiveness is difficult to evaluate • Vague objectives • Costs difficult to gauge • Expensive programs

  15. Impact of Change on Employees • Resistance to Change • Fear of personal loss • Reduction in personal prestige • Disturbance of established social and working relationships • Personal failure • Reducing Resistance • Avoid surprises • Promote genuine understanding • Set the stage for change

  16. Evaluation of the Change • Was change successful? • Does change need to be modified? • Is further change necessary?

  17. CHANGE AND STRESS • Bodily strain individual experiences as a result of coping with some environmental factor • Wear and tear on the body • Body’s subconscious mobilization of energy when employee is confronted with new organizational or work demands • Costs companies $150B per year

  18. Influence of Stress on Worker Performance

  19. Identifying Unhealthy Stress • High blood pressure • Pounding heart • Gastrointestinal disorders • Constant fatigue • Low energy • Moodiness • Increased aggression • Excessive use of alcohol • Temper outbursts • Compulsive eating • High levels of anxiety • Chronic worrying

  20. Help Employees Deal With Stress • Create supportive organizational climate • Implement stress management courses • Make jobs interesting • Design and operate career counseling services

  21. CHANGE AND CONFLICT • Conflict • Struggle resulting from opposing needs or feelings of two or more people • Can result in positive outcome for organization • Generally results when managers make changes that threaten employees or create conflicting views between managers and employees

  22. Strategies for Settling Conflict

  23. Strategies for Settling Conflict • Compromising • Involved parties get PART of what they wanted • Avoiding • Conflict is ignored • Forcing • Managers declare conflict is ended • Resolving • Differences are worked out

  24. VIRTUALITY • Virtual Organization • Organization extended beyond boundaries and structure of a traditional organization by connecting all parties through e-mail and other Internet-related vehicles such as videoconferencing

  25. The Virtual Office Continuum

  26. Challenges in Managing a Virtual Office • More difficult to create a desired organizational culture • More difficult to integrate employees into fabric of organizational culture • More difficult to supervise employees • More difficult to communicate with employees

  27. Thank You

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