Chapter 14 - PART 5 REORGANIZING THE WORKPLACE Chapter 14...

This preview shows page 1 - 3 out of 10 pages.

P ART 5: R EORGANIZING THE W ORKPLACE Chapter 14: Organizational Change WHAT CAUSES CHANGE? Forces for Change Force e.g. Nature of Workplace changing to reflect certain needs More cultural diversity; Aging population; Many new entrants / inadequate skills Technology Faster, cheaper, more mobile computers; Online music sharing; Deciphering of human genetic code Economic Shocks Rise & fall of dot-come stocks; 2000-2002 stock market collapse; Record low interest rates Competition heightened competition: org’s need to defend against traditional competitors & small firms w/ innovative offerings Global competitors Mergers & consolidations Growth of e-commerce Social Trends constantly changing Internet chat rooms; Retirement of Baby Boomers; Rise in discount & “big box” retailers World Politics Iraq-US war; Opening of markets in China; Hurricane disasters in US in September 2005 Organizational Targets for Change Purpose Clarify / create mission & objectives Objective Technology Set / modify specific performance targets Improve equipment facilities & work flows Strategy Change Targets Structure Clarify / create strategic & operational plans Update organizational design & coordination & mechanisms Culture Tasks Clarify / create core beliefs & values Update job designs for individuals & groups People Update recruiting & selection practices; improve training & development Change Agents = ppl who act as catalysts & assume responsibility for managing change activities - can be managers/non-managers, employees, or outside consultants Outside Agents: offer objective perspective usually have inadequate understanding of org’s history, culture, operating procedures, personnel
Image of page 1
P ART 5: R EORGANIZING THE W ORKPLACE may be prone to initiating more drastic changes b/c they don’t have to live w/ consequences after change is implemented Internal Agents: may be more thoughtful & cautious b/c they have to live w/ the consequences APPROACHES TO MANAGING CHANGE Lewin ’s Three- Step Change Model (Kurt Lewin, 3 steps) Unfreezing Moving Refreezing Unfreezing status quo change efforts to overcome pressures of both individual resistance & group conformity - arouse dissatisf’n w/ current state - activate & strengthen top management support - use participation in decision making - build in rewards Moving to a new state efforts to get employees involved in the change process - establish goals - institute smaller, acceptable changes that reinforce & support change - develop management structures for change - maintain open, 2-way communication Refreezing new change to make it permanent stabilizing a change intervention by balancing driving & restraining forces - build success experiences - reward desired behaviour - develop structures to institutionalize the change - make change work driving forces = forces that direct behaviour away from status quo restraining forces = forces that hinder movement away from status quo status quo = equilibrium state - to move from status quo, inc. driving forces, dec. restraining forces, or combine two *use +ve incentives to encourage employees to accept change (inc.
Image of page 2

Want to read all 10 pages?

Image of page 3

Want to read all 10 pages?

You've reached the end of your free preview.

Want to read all 10 pages?

  • Spring '08
  • fatin

{[ snackBarMessage ]}

Get FREE access by uploading your study materials

Upload your study materials now and get free access to over 25 million documents.

Upload now for FREE access Or pay now for instant access
Christopher Reinemann
"Before using Course Hero my grade was at 78%. By the end of the semester my grade was at 90%. I could not have done it without all the class material I found."
— Christopher R., University of Rhode Island '15, Course Hero Intern

Ask a question for free

What students are saying

  • Left Quote Icon

    As a current student on this bumpy collegiate pathway, I stumbled upon Course Hero, where I can find study resources for nearly all my courses, get online help from tutors 24/7, and even share my old projects, papers, and lecture notes with other students.

    Student Picture

    Kiran Temple University Fox School of Business ‘17, Course Hero Intern

  • Left Quote Icon

    I cannot even describe how much Course Hero helped me this summer. It’s truly become something I can always rely on and help me. In the end, I was not only able to survive summer classes, but I was able to thrive thanks to Course Hero.

    Student Picture

    Dana University of Pennsylvania ‘17, Course Hero Intern

  • Left Quote Icon

    The ability to access any university’s resources through Course Hero proved invaluable in my case. I was behind on Tulane coursework and actually used UCLA’s materials to help me move forward and get everything together on time.

    Student Picture

    Jill Tulane University ‘16, Course Hero Intern