Revised Lec 8 S 08

Revised Lec 8 S 08 - Module 4: Organizational Behavior and...

Info iconThis preview shows page 1. Sign up to view the full content.

View Full Document Right Arrow Icon
This is the end of the preview. Sign up to access the rest of the document.

Unformatted text preview: Module 4: Organizational Behavior and Management Professor Cristina Banks [email protected] Office Hours: Monday 3­5 @ F526 Changing the Organization Changing the Organization Reasons for Organizational Change How to Get Commitment and Support for Change Breaking Resistance Through the Application of “Fair Process” Sometimes Organizations Need Sometimes Organizations Need To Change To improve efficiencies. To change the organization’s focus. To change strategy. To incorporate new assets into the organization. The Role of Leadership in The Role of Leadership in Organizational Change Changing the values Modeling new behaviors Changing the organization’s structure (restructuring) Creating new policies and rules Delivering messages about what is valued Qualities of Effective Leaders: Qualities of Effective Leaders: Emotional Intelligence Self­Awareness Self­Regulation Motivation Empathy Social Skill What happens when What happens when you attempt to change behavior? Resistance! Resistance! Breaking Resistance Breaking Resistance Create a compelling reason for change Engage in “fair process” Engagement Explanation Expectation clarity Typical Approach to Obtaining Cooperation: Typical Approach to Obtaining Cooperation: Distributive Justice Tell people what will change but not why. Tell people what they will get and hope they are swayed by the benefits. Use incentives to drive behavior change. Procedural Justice Procedural Justice “Fair Process” Tell people what the problem is. Ask for input on potential solutions. Tell people what the changes will be and why. Tell people what to expect as a function of the change. Example Example Whole Foods Market Early history Small stores (like Mom & Pop) Hippy­style staff Highly decentralized structure/decision­making Every store carried unique items Every store made up their own rules Every store had its own look Very few systems in place Example Example Next phase: Introduced systems Created common rules and policies Started directing the “look and feel” of the stores Deepened the role of culture Standardized the marketing across stores Standardized items carried in the stores Introduced profit­sharing based on national/regional results Example Example Latest phase: Focused management on financials Emphasized the importance of profit/earnings Set financial expectations at the store level High emphasis on “best practice” sharing Standardized the “look and feel” of the stores Set standards for customer service Strong emphasis on training and knowledge sharing Change Strategy Change Strategy Communication, communication, communication Shared rewards based on results Appeal to personal values Appeal to competitive tendencies Teams dedicated to facilitating organizational change New layers of management bought into the new structure and culture The Importance of Change The Importance of Change ...
View Full Document

This note was uploaded on 03/22/2009 for the course UGBA 08403 taught by Professor Robinson during the Spring '09 term at Berkeley.

Ask a homework question - tutors are online