CHAPTER – 18 – ORGANIZATIONAL CHANGE


1. INTRODUCTION:-

→ change is

→ reaction for certain action

→ addition for effectiveness

Change triggers: Causes of changes

The change in org. occurs due to following features.

Change in Environment
Product/Services change
Technological cha
· Acts of competitors
· Customer’s demand
· New technology → introduce
· customers
· competitors action products

· changes in law
· New technology use
· New laws at work safety purposes
· Social attitudes


· Liking disliking



Management change
Structural change
· Lear-ship style
· Introducing new dept.
· Employees ways of doing work
· Expansion of org.
· Encouraged style of management
· Division of labour

· Centralization

· planning and deices making

Change can be due to → environment or → another change of org.

Distinction:

Change
Transformation
→ small and gradual scale
→ on a significant scale
→ eg extent change method change
→ eg structure change procedure change
→ customer’s demand change
→ system charge as: eg. Communication pattern processes.

NATURE OF CHANGE

Change can be of following types:

a) New technology has been implemented
- Computerized operations, Better management, __________ system.
b) Reorganization
- Merger – Division → department – Absorption (org. takeover)
c) Working conditions
- New office, - working flexibility, - health introduction
d) Personnel policies
- Rules & regulations
e) Philosophy of Management
- Relation of management + employees
- New leaders → new style of org.

This figure explains the 4 stages of maintaining effectiveness in long run.

1st
2nd
3rd
4th
The org. is established
There is a period of expansion, as the org. grows in size and scope.
A period of maturity ensures, when expansion slickness off.
The org. be gins to decline.

Learning →
Constantly → ses
Ability to control
↓
→ ses
Working with common
Change +expected +accepted
Senses



2. PROCESS OF CHANGING HUMAN BEHAVIOUR:
↓
↓
↓
Unfreeze →
Move →
Freeze
(existing beh.)
(attitude charge)
(new behaviour)
· Giving motive to change
· Identifying new ideas ↓
· Praising for new behaviour
· Can be force full change
Communicating ideas
· Punishing
· In case of survival
↓
↓
↓ Unfreeze is implemented
Encouraging for adoption of such ideas
If deviated






3. STRATEGIC CHANGE IN ORGANIZATIONS:-

Strategy → process of adopting
↓
Achieved → appropriate reaction to change

Module Strategic Change by Johnson and schdes

Nature of change

Incremental(series of small stops)
Transformational(major, significant change)
Pro-Active
Tuning
Planned(following a series of pee-planed stops)
Re-Active
Adaptation
Forced(change is likely to be painful & likely

Any org. can adopt any of the one out of these four conditions:

P = Political
→ Regulatory change
→ Policies change
→ Political vision change
E = Economical
→ Economy up listed
→ Economic shocks
S = Social
→ Social norms
→ May of living
→ Needs of individuals
T = Technological
→ New products can be introduce
→ Technology utilization

Step-by-step model for implementing change

Need analyses for change
↓
Planning for change → good ideas
↓
Analysing Reaction
↓
Final Decision for change
→ Coercive → mamagis
→ Participative → every one
↓
Time table for change
→ Can be coerced → faster → nodiscos
→ speed depends → people’s react
Communicate the plane

↓
Implementing the change
↓
Review the change → evaluation


4. CHANGE: OTHER APPROACHES AND THEORIES:-

Lnsoff’s theory:- He suggested 3 approaches Adaptive, Coercive and managed resistance

i) Adaptive change: Org’s environment charges slowly → with a change in environment / needs → in little stages.

ii) Crisis management:- When the changes affect badly, it results in crises / panic → should be managed. such can be managed to reduce panic by 3 option.

(a) Convince the others of the crisis and prepare preventive measures
(b) Accept that the crisis will happen anyway and to capitalize unit by acting as sari-ours
(c) Artificial crisis: reduces resistance and perhaps build up support for recovery.
5. Coercive Change Approach: (danda & Sakli approach)
→ no co-operation
→ is enforce without participation.

Problems:- - Under estimation of the forces of resistance
- Failure to apply favorable forces
- Management shift their attention clew her
- Failure to ensure implementation

- Approach is necessary in situation of crisis

6. Managed Resistance → resistance is managed
→ reasons for resistance are noticed
→ and addressed for correction.




OTHER APPROACHES:

Use a change Agent: by Buchnan:
Agent → an individual → with responsibility for driving + selling change

The role of agent include:

- Defining problem, suggesting solution, implementing skills, gaining support.

Skills a agent include.

- Communication skills, - Negotiating skills
- Awareness of org’s politics, - understanding relevant process

Integrative Segmental list: by Kanter

Integrative Find out the root crises behind your problem → and produce visionary solution for all problem.

Segmental Find out the problem → and solve them separately

Eg. To solve the problem of illiteracy various other problem as poverty, economy, social setup

Eg. Pakistan Steel Mills has management problems → can be solved individually find single reason for all problems → as weak management.

Theory E and Theory O: by Beer and Nobria

Theory E (based on Economic value)

Share holders value → measure of biz success.

Theory O (based on organizational capability)

Only eco value → hour org. in long run.

Chart Refer pg 349

5. Resistance to change:-

Initially individual does not accept the change due to uncertainties and distrust management


Charge affect individual

↓
↓
↓
Physiologically person’s life
Circumstancially persons
Physiologically 7 person’s insecurity
- ageing
Routine & learning
Disorientation
- maturation

↓
Eg. Charge in pattern of shift nothing may disturbing, waiting and Sleeping

Uncertainty

↓

Insecurity




By (Torrington & Wightman) types of change.




Imposition
Adoption
Growth
Creativity
Initiated by someone else↓
- charge in beh. due to any other charge
Response to opportunities↓
Individual controls the change process↓
(Resistance)
(uncertainty)
(Delight)
(excitement)

Resistance to change at work
↓
Sources of resistance to change
↓
↓
↓
↓
↓
Attitudes/beliefs becoz of your believes u can’t accept any charge
Loyalty/to groups norms* as you have to follow your group & be with them
Habit/past norms* respect for tradition and old ways eg resistance to new technology
Politics * weak the based of individual/group * strengthen rival’s position
Way of implementing change

Reaction to change:

How pep. React in case of change.

→ Accept the charge. Eg appreciating the charge
→ Indifferent → they does not case not affected by
→ Passive resistance → eg. Trying to do trust not able to do
→ Active resistance → deliberately acting against charge eg. Strike

John Hunt’s → responses to change 5D’s

(a) Please of ignorance / Denying
(b) Delayed judgment
(c) Defensive stances
(d) Displaying insecurities
(e) Disowning / withdrawal

Overcoming Resistance to change:-

Resistance to change can be overcome by:




1) Forced Field Analysis By: Kurtlewin:

He describes that there are forces that pushing towards the preferred state and the restraining forces, as pushing back to current state fig 353 (eg. Neki or budi)

→ Driving forces:

- financial incentive
- response to pressure from the management
- fear of dismissed if output falls fellows a reasonably well-defined date acceptable or tobrated by management.
- fear of losing specific panelizes

→ Restraining forces:-

- Dislike of the work itself
- Fear that if they produce more, the org. will then be unable to sustain sales
- Dislike of the supervisors, the management and then the org. as a whole’s

Introducing change: Following are considered.

(a) Pace:-

The more gradual the change the more time is available.

(b) Manners

The manners in which a change is put across (i.e. communicated) is very imported

i.e. resistance should be welcome
free circulation of information the reasons for charge.
The change must be sold to the people concerned
Individuals must be helped to learn, i.e. to change their attitude and behaviour.

(c) Scope

The extent of the charge is imported should be reviewed carefully is how big is the charge? & big charges should be first confronted.






6. ORGANIZATIONAL CULTURE AND CHANGE:

Bringing changes in corporate culture, it is difficult but a no of stops can be followed by senior management if they wish to change a culture.

Steps:- MODES OF INTERNATIONAL BY HAMDEN TURNER

(a) Find the danger → do smiting culturally shocking
(Change managers) The Managers has to identify the sources of resistance

(b) Bring conflicts into the open → Investigating & interviewing
So that difference of opinions as person employee can be identify → help to identify resisting person

(c) Play out corporation dramas:

(d) Reinterpret the corporation methods:

(e) Look at symbols, images → changing culture mean new symbols and situation ______ → used to celebrate achievement (e.g. in a merger)

(f) Create a new learning system → new culture falter information → let everybody known not one new thing.

The programmer of cultural change includes:

→ identifying and exposing the bidden assumption of culture of new
→ Trying to identify the conflict hidden in the culture
→ identifying cultural mechanism for change.

* CULTURAL CHANGE QUIT AFFECTS MERGER & TAKEOVER

7. COMMITMENT, CO-ORDINATION & COMMUNICATION:-

These & needed for org. change to be introduced.

Commitment: if management → beings change → should be committed → i.e. → put expenses, efforts money, _____

Co-ordination: → co-operating for the save activity → efficiently and effectively.
Communication: → should be good communication → means right people, right time, right time, right thing, right way, you r good communication if ur audience under, * comm.. should be meaning or