...homepage: www.elsevier.com/locate/jvb Adapting to change: The value of change information and meaning-making Machteld van den Heuvel a,⁎, Evangelia Demerouti b, Arnold B. Bakker c, Wilmar B. Schaufeli a a Dept. of Work & Organizational Psychology, Utrecht University, PO Box 80140, 3508 TC Utrecht, The Netherlands Dept. Industrial Engineering and Innovation Sciences, Human Performance Management Group, Eindhoven University of Technology, PO Box 513, 5600 MB Eindhoven, The Netherlands c Dept. of Work & Organizational Psychology, Erasmus University Rotterdam, P.O. Box 1738, 3000 DR Rotterdam, The Netherlands b a r t i c l e i n f o Article history: Received 10 January 2013 Available online 19 February 2013 Keywords: Adaptability Adaptive attitudes Adaptive behavior Change information Meaning-making Organisational change a b s t r a c t The purpose of this 3-wave study is to examine the micro process of how employees adapt to change over time. We combined Conservation of Resources theory with insights from the organizational change literature to study employees in a Dutch police district undergoing reorganization. A model was tested where employee adaptability, operationalized by the presence of resources, predicts individual adaptive attitudes as well as adaptive behavior over time. Change information was included as a contextual change resource and meaning-making as a personal change resource. The research design allowed for examining longitudinal ...
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...Running Head: AFFECTING CHANGES Affecting Changes Gail Aileen Organizational Leadership Abstract This paper will outline a recommended restructuring of Smith and Falmouth, to empower their employees. It will discuss their methods of control and the culture of the organization. Additionally the paper will also give suggestions to management, ways to improve their practices and why. Background Information Smith and Falmouth currently is a mid-size tele-shopping and mail order network company (Leadership and Action Stimulation assessment). Due to future forecast in the technology field, six months ago, Smith and Falmouth Online Chief Operating Officer, recently started a new e-tailing division. This new department or division does not halt Smith and Falmouth’s past operations. The Chief Operating Officer, is giving this new department nine months to produce and be successful. Presently Smith and Falmouth have employees who are not willing to work beyond their means. They have become comfortable in their present ways of doing and producing at their own pace. They are not feeling a part of the company and, the culture of the company has suffered as a result of this. Department Restructuring Currently the new Chief Operating Officer is noticing there is a resistance toward her. Employees are now forming...
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...There are many reasons why new laws should be introduced to make organic farming techniques compulsory for all Australian growers. The use of toxic chemicals can easily be eliminated from agriculture. The costs of the change are insignificant compared to the benefits gained, and the added profitability to farmers who use organic methods are among the many benefits of organic farming and sustainable agricultural practices. Advances in agricultural science and technology have made it possible for all Australian farmers to produce fruit and vegetables organically. Most of the new chemicals being used in farming are harmful to humans, animals, soils, water, air and plants in the environment, but they’re not necessary. Toxic pesticides designed to kill insects can easily be replaced by substances that occur naturally, including garlic and mineral-enriched water. Fertilisers would be unnecessary if farmers used proper crop rotation practices, natural compost and green manure to nourish the soil. If farmers were prepared to look into these simple practices used successfully by ancient cultures, they would realise that there are many viable alternatives to poisoning the environment and their customers with toxic and mostly synthetic chemical agents. One of the main problems raised by farmers against organic practices is the cost of implementing alternative procedures. However, these expenses are quickly recoverable because of the higher prices that organically farmed produce can...
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...August 2005 Managing Transitions Making the Most of Change By William Bridges This is the second edition of Bridges’ popular 1991 book that has sold 400,000 copies. He says that people do not have problems with change itself, but rather with transitions. The change is the situation, i.e., the new boss, the move, the reorganization, etc. The transition is “psychological. It is the three-phased process people go through as they internalize and come to terms with the details of the new situation that the change brings about.” “People have to bring their hearts and minds to work,” so when change comes along, “transition management…is a way of dealing with people that makes everyone feel more comfortable.” The first phase is Letting Go—the ending of the old. People need to deal with their losses. Next is the “neutral zone,” when the old is gone and the new is not fully operational. Psychological realignments take place. And then there is the new beginning. People develop a new identity, experience new energy and purpose, and make change begin to happen. How to Get People to Let Go You start by identifying who will suffer losses and try to understand them. You sympathize publicly and permit people to grieve. Find ways to compensate (non-financial) for the losses, if possible. Of course, communication is a top priority, clearly defining details over and over is important. Ceremonies to “mark the ending” are appropriate to honor the past. Leading People Through the Neutral Zone...
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...Managerial Decision Making and Organizational Change Two very important aspects of good leadership include managerial decision-making and managing organizational change. The two are closely related, enough so that for one to be affective the other has to be just as successfully managed. A good leader possesses the quality of good managerial decision-making, learning from experience, creating change, diversity and creative decision-making (Hellriegel, 2011). A successful leader is also one who is organized in the process of change (Hellriegel, 2011). Today’s leaders have different challenges than managers of businesses from over a decade ago. New technology has helped coordinate structure more efficiently and improved cost performance (http://www.kmbook.com /change/). As recently as the 1980’s new stresses such as balancing with shareholders, narrowing down operating efficiency, working with world markets and an entirely new form of competition, have all increased the demand for leaders good decision making and creating organized change. The success of any business heavily relies on these two factors. One of the key factors in a successful manager managerial decision-making that relies on: learning from experience, creating change, diversity and creative decision-making (Hellriegel, 2011). Learning from experience is a vital piece of decision-making as it helps figure out what a business should and should not do again. Three pieces to this process include assessing...
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...Making Changes Making some changes in the response plan is to be expected. If problems exist, then you should address them promptly. There are two routes to making changes, which depend on the nature of the problems that are experienced–replanning and redesigning: •Replanning is the most common form of change resulting from a response. This will result from problems such as time delays, cost overruns, and system blockages. They require immediate decisions to be made to "tweak" the system to get the implementation back on track. They require you to revisit the original plan and work out how to make modifications to ensure the response is completed as expected. Indeed, this will be part of the normal process of response implementation, in which monitoring identifies problems you must address, which in turn results in replanning of the response so that implementation can continue. •Redesigning involves more fundamental changes, but is far less common than replanning. This may be necessary if it becomes clear that a planned response is simply unworkable, or where there are negative outcomes that far outweigh the likely positive achievements. Under these circumstances, it may be necessary to halt the response implementation and return to the drawing board, selecting alternative interventions that might be more feasible⁄effective. This should not be viewed as a negative process. Indeed, it is more acceptable to accept that the response is not working and start the process again...
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...Resort Case Study HRMG314 – Managing Organizational Change Green mountain resort was a small resort that was not expected to be in business very long. The resort manager had other plans, as part owner he had visions of making Green Mountain Resort a first-class resort. The issue he faced with achieving his vision was the resorts turnover problem. He had tried many different strategies to reduce turnover including focusing on streamline training, simplify jobs, don’t become dependent on individuals, and making HR processes more efficient (Palmer, Dunford, & Akin, 2009, p. 40). Despite his efforts his turnover problem still existed, he would lose the best service people and be left with the poorest performers. Gunter held the director image when managing turnover. Since he was the manager and part owner he was directing the organization in a particular way hoping to change the outcome of the turnover (Palmer, Dunford, & Akin, 2009, p.27). The hospitality literature took on the image of a coach. This literature was used to try and shape the organization to be successful (Palmer, Dunford, & Akin, 2009, p.30). The focus was highlighting the training and management development showcasing their capabilities. The consultant took on the role as an interpreter. The consultant listened to the problem and the previous attempts to fix the problem and was able to assist with making sense of the outcome and refocus Gunter on a new outlook...
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...give information about the change Kodak is making into the digital world. Memorandum To: All Staff From: Mr. George Fisher, CEO Date: January 12, 2002 Subject: Changes to come For the past ten years we have been designing a strategy to embark on a new change into the digital world, leaving behind the existence of the use of film. It is crucial that we stay above our competitors and continue to change and explore new ways of finding our way in staying competitive in this ever-changing market. That is why we are beginning our conversion from film to digital imaging in the weeks to come. We will launch the changes immediately to in order to get our production started as our estimates are growth show much potential for success. Now, we might face some obstacles along the way in executing the change. Such as the need to invest in research and “release incrementally updated products in a number of different fields” as soon as possible, but we believe this will work. Therefore, we need you on board because you are the essential factor in helping us making this change a success story, and a great moment in Kodak’s history. We might have to cut some of our losses along the way, such as factories and jobs, in order to keep up with our counterparts and competitors, but there is more information soon to come on this news. We realize this will have a big impact on your lives as and we would like to extend our support to you during this change by using your team leaders...
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...aligning systems and organizational structures in place that guarantee profit and company growth. Change, however, can be problematic and difficult within an organization, especially those catering to stockholders and investors. The Strategic Change Initiative Strategic change involves not only deciding what to change, but how and when to change specific elements of one’s strategic orientation. This change may be driven by dramatic changes within the environment, declining organizational performance, or perhaps even both. Within the realm of an early childhood education, strategic planning can be considered as steering the parent and community volunteering activities such that they are in alignment with organizational mission and vision. The purpose of the PACE Early Childhood Education Policy Committee will be to work in conjunction with the PACE ECE Director, Board of Directors, and staff to serve as a policy making body. In addition, the PACE ECE Policy Committee will also serve as a catalyst for relaying relevant information to all PACE ECE school sites and assist in the implementation of all PACE ECE’s organizational goals and objectives. To implement the strategic change process within the organization to improve parent involvement, the Policy Committee has agreed to and voted on adding two new positions, one within the Policy Committee and one at each of our school sites. Change Images The...
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...Constructive Ways Change is inevitable. It has always happened and always will. However, making changes in society has never been easy. In order to change society in lasting and constructive ways, it requires charismatic leaders, a group of people that has faith and obeys the leader, and strategic plans. Without charismatic leaders, changes in society might not be made. A leader is an important person because they are willing to stand out to direct and control people. Leaders require the characteristics of a hero. In the article, "Eve's Daughters," Polster (2001) writes that heroes have faith in themselves, and they can also convince other people that the habits and customs of the community can be changed. They are willing to be the catalysts even if they have to face opposition. They even consider the risk of death and injury to be less important than their purpose. Indeed, if no one was willing to take risks, we would not be able to live in such a highly developed society today (Smith, 2006). For example, thanks to Martin Luther King Jr. for using nonviolent resistance to overcome injustice, for trying to end segregation laws, and now, there is no longer segregation in restaurants, on the buses, etc. Anything that happened must have started from one person, even if that is not the person who we can recognize today in our history books. Tollefson (1993) writes in his article "Is a Hero Nothing but a Sandwich?," that without a leader, changes in society might also...
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... Save it on your computer with same name, Then open it in Word- Always put cursor where you want to comment or make changes To comment to Review at top (Ribbon) check on new comment – type comment at cursor point. To make changes- put cursor where you are going to make changes- chick Review at top then click Track changes- Note: changes and comments will automatically hide. To see them- click show comments or show mark up. To see tutorial on these functions see PowerPoint file in the attachment. These are some material from last week, add on and change as you wish. Katrice and Jammie , I did not see any discussions from you. Please add. I personally never new that word had a watermark feature. This may sound silly but I also didn't know what the backward P meant under the paragraph section under the home tab. I think the watermark will come in super hand in the future as it insures you and the person you are working with that the document is real and not forged. The backward P will also be handy in making sure spacing and page brakes are done right. Really looking forward to playing around with it know that I have learned more about it. – Skye Some of the capabilities of Microsoft word discussed in this week's readings are the document inspector, the feature that allows you to insert comments into the document, a feature that allows tracking changes in a document, you can slot and apply formulas to a table data, also, you can convert text to a table. These are wonderful...
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...Organizational Change Name: Institution: Instructor: Course: Date: Abstract The report looks at the process of change in organizations. It examines the stakeholders and how a change which in this case is downsizing would affect them. The paper also looks at how downsizing affects people with interests in a company, that is to say the stake holders who are adversely affected. The reasons why change in most cases results in these effects is examined. Then the report also looks at the methodology that could be used in the implementing changes in the organization in a managerial level so as to minimize the re-occurrence of the effects that are not good to the business and those with vested interests. Introduction There are many ways in which a business can be affected by change. Some examples of changes that are made in the organization include downsizing; changes made in the structure of the organization, and at times even change in processes carried out in the organization. All these changes are usually necessary to enable the organization or business adapt to some of the changes in its operating environment (Kreitner, 2008). All these can be summarized using one word, ‘restructuring’. It could also be referred to as re-engineering. In order to be successful in today’s competitive world, an organization has to embrace this important aspect in its day to day operations. This change can be for the whole company, or can only involve certain parts of company. Restructuring...
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...Recommendations for Change at Red Star An Analysis of the Haier Group (A) Case As Haier Group looks to Acquire Red Star, Zhang Ruimin must consider the strategy for change that he must implement. While the changes that need to be made may be obvious on the surface, the method he chooses to invoke change is critical to the initiative’s success. Zhang faces an organization that has suffered years of poor management, where no motivation exists throughout the business. Careful consideration of the circumstances at Red Star must be analyzed before employing Theory E, Theory O, or a synthesis of the two. The most effective conclusion to the method of change to be used as Haier Group acquires Red Star is a synthesis between Theories E and O; specifically, a focus on cultural change using a very programmatic plan. To be successful in his change effort at Red Star, Zhang must first consider what has worked well for him in the past. He has been through several campaigns for change while at the helm of Haier Group, originally known as Qingdao General Refrigerator Factory. His first effort started in 1984, on his first day at QGRF. Zhang chose to lead the organization because he saw it as a challenge. The company was suffering from poor quality and increased competition. Zhang saw the potential for a star in the industry and knew he was the right person for the challenge. The changes he made were both structural (Theory E) and cultural (Theory O) in nature. After...
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...Recommendations for Changes in the Nature of the Workforce “As the economy becomes increasingly global, our workforce becomes increasingly diverse” (Greenberg, 2009, pg. 1). Diversity is an internal force of change within almost every organization (Robbins & Judge, 2011). It includes categories like ethnicity, gender, age, and others. Businesses experience outsourcing and demographic changes as the world becomes more connected. The aging population means a higher percentage of older workers. Organizational development techniques help ease the transition of the changing nature of the workforce. Diversity training is an organizational development technique focusing on values like respecting people, power equalization, confronting problems, and participation in decision-making (Robbins & Judge, 2011). A behavioral specialist creates an open environment in which people learn about each other through expressing ideas and observation. This change method is appropriate for enhancing interaction in a culturally diverse group. A second organizational development technique that improves employee well-being and effectiveness is team building (Robbins & Judge, 2011). This exercise focuses on values like building trust and role clarification. Team members participate in highly interactive group efforts, helping them learn how to accomplish goals, coordinate with each other, and build relationships in a diverse setting. Survey feedback is a change approach in which employees fill out...
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...Abstract In this paper, we will talk about how organizational change is made throughout a company in order to maintain profits by eliminating unnecessary job roles and reallocating job positions with updated job functions. Keywords: culture, manager, position, railroad The Nogo Railroad Overview The reorganization of the Nogo Railroad may be causing some troubling concerns to the higher management and the employees due to the operations manager wanting to make changes within the organization in order to cut back on costs wherever possible. Since Nogo is a privately owned company and serves the regional railroad states northwest of Washington, it is imperative that they stay ahead of any possible unforeseen competition. As the company sends...
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