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Week 3 Discussion Notes - Week 3 Discussion Notes Consider...

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Week 3 Discussion Notes: Consider this list of the most common kinds of corporate change: Strategic change: Structural change: Cultural Change: New Technology Change: Merger and acquisition change: Breakup and spin-off change: Downsizing change: Expansion Change These are the changes that make news on the business pages every day; these are the squiggly lines on the S – curve. Clearly at any given time a majority of organizations or major organizations subunits are in some stage of transition. (pg 85) MANAGING THE TRANSITION: TWELVE ACTION STEPS (p 92): We’ve distilled those various approaches into a dozen action steps for overcoming resistance to change. We also found that the twelve steps can be subdivided according to the organizational and leadership needs. There are also two reminders that apply to every step on this list. First, these actions aren’t the exclusive responsibility of top management. They have applications for managers throughout the organization. They apply to the reorganization of a single plant or business unit as much as to the reshaping of an entire corporation. Second, think of this as a mater list. In any given situation, some actions will be more important and applicable than others. With those caveats,let’s turn to ways to address the problems created by the transition stage and its attendant power, anxiety, and control issues (the steps are summarized in figure 5.2) Figure 5.2 Responses to Power, Anxiety and Control (p 93) Implications Action Steps Need to shape the political dynamics of change 1. Build the support of key power groups. 2. Use leader behavior to generate support. 3. Use symbols and language, deliberately. 4. Define points of stability. Need to Motivate Change 5. Create dissatisfaction with the current state. 6. Build participation in planning and implementing change. 7. Reward behavior in support of change. 8. Provide people time and opportunity to disengage from the old. Need to Manage the Transition 9. Develop and communicate a clear image of the future state. 10. Use multiple leverage points. 11. Develop transition management structures. 12. Collect and analyze feedback. THE NEED TO SHAPE THE POLITICAL DYNAMICS OF CHANGE: In the face of debilitating political activity, it’s up to managers to seize the initiative and more aggressively to win support for change. Lets look at four ways to plan a campaign that addresses the issues of power. Actions step 1: Build the Support of Key Power Groups: Assuring support for change among key power groups should begin well before the change is announced. Of course, it is impossible to win everyone over, no matter how hard out try. And the ones you do win over will join you with varying degrees of enthusiasm. Beckhard (1969) uses these four categories to describe the range of response people have toward change: (1) those who make it happen (2) those who help it happen (3) those who let it happen (4) those who get in the way. (p94)
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Successful managers target the really essential people at the outset, and then employ a range of techniques to attract involvement by other key players. In descending order of importance, these techniques are:
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