ECE _ DSST Organizational Behavior

Creating a family friendly work climate was initially

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telecommuting, temporary part-time employment, and relocation assistance for employees’ family members. Creating a family-friendly work climate was initially motivated by management’s concerns to improve employee morale and productivity and to reduce absenteeism. However, the overall evidence indicates the major benefit to creating a family- friendly organization is that it makes it easier for employers to recruit and retain first-class workers. Planned change are change activities that are intentional and goal-oriented. If an organization is to survive, it must respond to changes in its environment. When competitors introduce new products or services, government agencies enact new laws, or similar environmental changes take place, the organization needs to adapt. The first goal of planned change is to improve the ability of the organization to adapt to changes in its environment. The second goal is to change employee behavior. Change Agents are people who act as catalysts and assume the responsibility for managing change activities. Change agents can be managers or nonmanagers, employees of the organization or outside consultants. They can change structure, technology, physical setting, and people. For major change efforts, top managers are increasingly turning to temporary outside consultants with specialized knowledge. However, they are disadvantaged in that they often have an inadequate understanding of the organization’s history, culture, and operating procedures. Changing conditions demand organizational modifications. As a result, the change agent might need to modify the organization’s structure . Change agents can alter one or more of the key elements in an organization’s design. For instance, departmental responsibilities can be combined, vertical layers removed, and spans of control widened to make the organization flatter and less bureaucratic. More rules and procedures can be implemented to increase standardization. One of the most well-documented findings from studies of organizational behavior is that organizations and their members resist change. In a sense, resistance to change can be positive because it provides a degree of stability and predictability to behavior. The downside to resistance is that hinders adaptability and progress. Resistance can be overt, immediate, implicit, or deferred. It is easiest for management to deal with resistance when it is overt and immediate. For instance, a change is proposed and employees quickly respond by engaging in a work slowdown or threatening to strike. The greater challenge is managing resistance when it is implicit or deferred. Implicit resistance efforts are more subtle and tend to include such things as loss of loyalty to the organization or loss of motivation to work. Individual sources of resistance to change reside in basic human characteristics. Because humans tend to be creatures of habit , they may be resistant to change. To cope with the complexity of life, humans rely on habits or programmed responses. But when confronted with change, this tendency to respond in accustomed ways becomes a source of resistance. For example, when a person’s department is moved to a new office on the far side of town, it likely means that
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