Organizational behavior 5e by kinichi Chap016KF managing change and organizational learning

Managing Change and Organizational Learning Chapter Sixteen... After reading the material in this chapter, you should be able to: can create the need for organizational change.. Lewin’s

Managing Change

and Organizational

Learning

Chapter Sixteen

After reading the material in this chapter,

you should be able to:

can create the need for organizational change.

systems model of change.

organizational change.

After reading the material in this chapter,

you should be able to:

change.

overcoming resistance to change.

organization’s ability to learn from success and

failure.

External Forces

Demographic characteristics

Technological advancements

Customer and market changes

Social and political pressures

Internal Forces

ABC Trucking, conducted an analysis of employee job satisfaction and turnover, and concluded that

its turnover rate was 48% This was primarily

attributed to job dissatisfaction by employees

This represents a(n) for ABC

A External force for change

B Social and political pressure

C Technological advancements

D Internal force for change

Lewin’s Change Model

Unfreezing

 Focus is to create the motivation to change

 Begin by disconfirming the usefulness or

appropriateness of employees’ present

behaviors or attitudes

Lewin’s Change Model

Benchmarking

 the overall process by which a company

compares its performance with that of other

companies, then learns how the

strongest-performing companies achieve their results

Fredfirst, a securities trading company, regularly

compares its performance with that of high performing

organizations in the industry, such as Merrill Lynch This process is described as

A.Change

B.Refreezing

C.Benchmarking

D.A strategic plan

Lewin’s Change Model

Changing

 providing employees with new information, new behavioral models, new processes or

procedures, new equipment, new technology,

or new ways of getting the job done

 change can be aimed at improvement or

growth, or it can focus on solving a problem

such as poor customer service or low

productivity

Lewin’s Change Model

Refreezing

 Change is stabilized by helping employees

integrate the changed behavior or attitude into their normal way of doing things

 Giving employees the chance to exhibit new

behaviors, which are then reinforced

A Systems Model of Change

Systems Approach

 Based on the premise that any change, no

matter how large or small, has a cascading

effect throughout an organization

 Takes a “big picture” perspective of

organizational change

A Systems Model of Change

“what” an organization wants

to become.

A Systems Model of Change

Strategic plan

 outlines an organization’s long-term direction

and the actions necessary to achieve planned

results

Target elements of change

 components of an organization that may be

changed

Target Elements of Change

A Systems Model of Change

Applying the Systems Model of Change

Two ways to supply the systems model:

Aid during the strategic planning process

Using the model as a diagnostic framework to

determine the causes of an organizational problem

and to propose solutions

Steps to Leading Organizational Change

Table 16-1

Dale needs to change the manufacturing processes of his firm This will cause many changes to his labor

force He shares a compelling reason to his

employees Which step is this in leading change?

A.Generate short term wins

B.Develop a vision and strategy

C.Establish a sense of urgency

D.Create a guiding coalition

Creating Change Through

Organization Development

Organization Development

 consists of planned efforts to help persons work and live together more effectively, over time, in their organizations

The OD Process

OD Research and Practical Implications

1 Planned organizational change works

2 Change programs are more successful when

they are geared toward meeting both short-term and long-term results

3 Organizational change is more likely to succeed

when top management is truly committed to the change program

4 Effectiveness of OD interventions is affected by

cross-cultural considerations

Why People Resist Change

Why People Resist Change

in the Workplace

1 An individual’s predisposition toward change

2 Surprise and fear of the unknown

3 Fear of failure

4 Loss of status and/or job security

5 Peer pressure

6 Past success

Jamie is not directly affected by the change

introduced in her company, but she is actively

resisting it to protect the interests of her friends

This describes which reason for resistance to

change?

A.Surprise and fear of the unknown

B.Personality conflicts

C.Peer pressure

Why People Resist Change

Overcoming Resistance to Change

Overcoming Resistance to Change

Commitment to change

 A mind-set “that binds an individual to a course

of action deemed necessary for the successful implementation of a change initiative”

Overcoming Resistance to Change

1 Provide as much information as possible to

employees about the change

2 Inform employees about the rationale for the

change

3 Conduct meetings to address employee’s

concerns

4 Provide employees the opportunity to discuss

how the proposed change might affect them

Six Strategies for Overcoming

Resistance to Change

Creating a Learning Organization

Learning organization

 proactively creates, acquires, and transfers

knowledge throughout the organization

Creating a Learning Organization

Team mental model

 Represents team members’ “shared, organized understanding and mental representation of

knowledge about key elements of the team’s

relevant environment”

Leadership Is the Foundation

of a Learning Organization

Building a commitment to learning

Working to generate ideas with impact

Working to generalize ideas with impact

Helping the organization to “unlearn” old mental

models

Factors That Detract from an Organization’s

Ability to Learn from Failure

Working to Generate Ideas with

Impact

Implement continuous improvement programs

Increase employee competence through training,

or buy talent from outside the organization

Experiment with new ideas, processes, and

structural arrangements

Go outside the organization to identify world-class ideas and processes

Working to Generalize Ideas with

Impact

Measuring and rewarding learning.

Increasing open and honest dialogue among

organizational members

Reducing conflict.

Increasing horizontal and vertical communication.

Promoting teamwork.

Working to Generalize Ideas with

Impact

Rewarding risk taking and innovation.

Reducing the fear of failure.

Increasing the sharing of successes, failures, and

best practices across organizational members.

Reducing stressors and frustration.

Reducing internal competition.

Helping the Organization to

Unlearn Old Mental Models

Management must seriously question and challenge

the ways of thinking that worked in the past if they

want to create a learning organization.

For example, the old management paradigm of

planning, organizing, and control might be replaced

with one of vision, values, and empowerment.

Video Case: Louisville Slugger –

Hillerich & Bradsby

What role do information systems play at H&B?

What were the internal and external trade-offs

between reconfiguring the old information system and designing a new one?

Why was the transition to the new system difficult? How could Kotter’s eight steps be used to facilitate such a transition?

Why did some people resist change and