...Introduction Various external forces normally stimulate organizational change. These forces include substantial funding cuts, dramatic increases in services, decreased market opportunity, and firing or employment of employees. Organizations usually undertake technical, strategic, or structural shift to evolve to a different sector in their life cycle. This includes changing to a stable proactive environment from a highly reactive organization. This paper will focus on how organizations should cope with change when employees are fired, and others employed or any other major structural or procedural change is introduced in the organization. A "one-size-fits-all" approach is not effective for change management. Think about these changes: * Acquiring a company of near equal size * Getting suppliers to use a new web-based form and process * Relocating office spaces within an existing building or shifting to a new premises * Restructuring organizational chart to increase efficiency * Reorienting around processes instead of functions * Releasing a new product or adopting new HR policy These are all distinctly different changes, but each requires change management to be successful. Each impacts people and how they do their job. Each can suffer from slower adoption and lower utilization. Each has risks associated with people not becoming engaged or resisting the change. While each of the initiatives needs change management to be successful, the right amount...
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...manager - manages two product lines and eleven staff. Unable to allocate his time effectively, he contemplates introducing a new layer of management to the organization structure. Babatunde identifies one suitable candidate among his staff and settles to look outside the company for the second. With the consensus of James White, Babatunde offers a management position to Jennah Li, a conscientious and admired member of the group. Soon after, Alex Hsu, a young engineer and a direct report of Li, cites irreconcilable differences and requests to be transferred to the group without a manager. Li, concerned that Hsu’s transfer may be seen as a sign of weakness on her part, insists he continue to report to her. How can this situation be best resolved? Babatunde’s first challenge is to understand why the problem manifested itself in the first place. The second is to match his managerial approach to the situation without further negatively impacting the equilibrium of the group. The solution requires a combination of transformational leadership to help Hsu and Li rise above their own self-interests and focus on the organization’s mission, and transactional leadership to maintain structure within the group. Individuals join work groups for a number of reasons: security, self-esteem, status, affiliation, goal achievement and power (Robbins, Judge, Millett & Waters-Marsh, 2008:299). Work place norms...
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...Introduction to Business Management and Organizational Behaviour Organizational Behaviour - Change Organizational Behaviour – Change Introduction Change affects us all in different ways. The reality today is that managing change and coping with change is a never-ending process that can be complex and stressful. Constant change is commonplace in the modern workplace. Specific factors driving change include changes in the work itself, structural and organizational design alterations, shift to the global economy, and increased diversity. There is often resistance to change in organizations. This is usually traced to some combination of individual, group, or organizational characteristics, including the design structure of the organization, changing systems and programs, changing organizational policies, and the organizational culture. Organizations need to remain compatible with their external environments. However, the environments in which organizations operate are constantly changing, so they must recognize the shifts and respond accordingly in order to survive and remain effective. Successful organizations monitor their environment and take appropriate steps to maintain a compatibility with the new external conditions. Given the increasing amount of change that organizations experience, it is critical that all employees learn strategies to manage change and cope with change. Rather than resisting change, employees and successful organizations embrace change...
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...Discuss the role of leaders and leadership in serving as effective change agents. Abstract Change has an important place in the study of organizational life. Whether a corporate giant or a small start-up, every organization today faces the challenge to change and adapt, either as a response to the external environment or simply a deliberate internal procedure to re-look at business operations to maintain its viability. Generally, people are usually inclined to defend the status-quo and resist change for a multitude of reasons ranging from a straightforward intellectual disagreement to deep-seated psychological factors. The degree of skepticism and resistance to change from employees make implementation difficult and their counter-productive behaviors tend to jeopardise the success of the change process and thus the intended objectives. Successfully reducing resistance and motivating employees through the transition is vital in organizational change efforts. Salient factors from literature reviews in enabling organizational change are presented and the need of leadership and role of leaders as effective change agents is discussed in this essay. Successful organisational change is about the interplay of all organizational elements such as human resources, systems and technologies. Good leaders and leadership skills have been identified as pivotal to garnering support of people in championing change initiatives that steer organisations...
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...set of goals. Management Functions Management Functions Planning: A process that includes defining goals, establishing strategy, and developing plans to coordinate activities. [1] Organizing: It determining what tasks are to be done, who is to do them, how the tasks are tp be grouped, who reports to whom and where decisions are to be made. Leading: A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts. Controlling Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations. Mintzberg‟s Managerial Roles [2] Definition - Organisational Behaviour. OB is a systematic study of the actions and reactions of individuals, groups and subsystems. O.B. is the systematic study and careful application of knowledge about how people- as individuals and as members of groups –act within organizations. It strives to identify ways in which people can act more effectively. O.B. is a field of study that investigates the impact that individuals, groups and structures have on behaviour within organizations for the purpose of applying such knowledge towards improving an organization‟s effectiveness. O.B. is the study and understanding of individual and group behaviour, patterns of structure in order to help improve...
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...in the workplace. Many organizations may face challenges how to balance diverse workforce, and they have realised the importance of diversity as a key of their business in order to quickly respond the needs of customers. Accompanying with the global economic integration, diversity has been a priority on the development of human resource. Creating equal and fair working environment would be significantly associated the profitability of organizations. This essay will mainly review the literature of workforce diversity training from several perspectives: definitions of diversity, benefits of diversity, diversity training and organizational attitude, evaluation of diversity training, challenges and resistance to diversity. The major benefits of diversity include increased quantities of high quality decisions, high employee loyalty and low turnover, and improved business performance. Diversity training approaches can be categorized into awareness-based training and skill-based training, and six major training techniques such as lecture, questioning, brainstorm, small-group discussion and role-playing can be adopted. Evaluating diversity training should be aligned with organizational business goals, and four steps could be used to evaluate diversity training programmes. Diversity blindness and diversity hostility are recognized as the major challenges for introducing workforce diversity training. Keywords: workforce diversity, diversity training, employee diversity education Introduction ...
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...15 Organizational Change LEARNING OBJECTIVES After reading this chapter, you should be able to: 1. Describe the elements of Lewin’s force field analysis model. 2. Outline six reasons why people resist organizational change. 3. Discuss six strategies for minimizing resistance to change. 4. Outline the conditions for effectively diffusing change from a pilot project. 5. Describe the action research approach to organizational change. 6. Outline the “Four-D” model of appreciative inquiry and explain how this approach differs from action research. 7. Explain how parallel learning structures assist the change process. 8. Discuss three ethical issues in organizational change. 444 Part Four Organizational Processes Umpqua Bank’s transformation from a sleepy community bank to a regional leader illustrates many of the strategies and practices necessary to successfully change organizations. It reveals how CEO Ray Davis created an urgency to change, minimized resistance to change, built the new model from a pilot project that was later diffused throughout the organization, and introduced systems and structures that reinforced employee behaviors consistent with the new banking model and company culture. Although Umpqua’s transformation sounds as though it was a smooth transition, most organizational change is messy, requiring considerable leadership effort and vigilance. As we will describe throughout this chapter, the challenge of change is not so much in deciding which...
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... McClelland’s theory) Process theories – focus on the underlying processes involved in motivating employees – HOW motivation occurs (Expectancy theory, equity theory, goal setting theory) Maslow’s Hierarchy of Needs Physiological Needs – food, water, warmth, rest Safety Needs – security, safety Belongingness and Love Needs – relationships, friends Esteem Needs – prestige and feeling of accomplishment Self Actualization – achieving one’s full potential, including creative activities - Once a need is satisfied, attention is turned to the next highest level (the satisfied need is no longer an effective motivator, except self actualization) Alderfer’s ERG Theory 1. Existance Needs 2. Relatedness Needs 3. Growth Needs - The more lower level needs are gratified, the higher level need satisfaction is desired - The less higher level needs are gratified, the more lower level need satisfaction is desired McClelland’s Theory Need for Achievement - Prefer work where they can take responsibility for outcomes, set moderately difficult goals that provide for calculated risk, obtain feedback Need for Affinity - Desire to establish friendly, compatible interpersonal relationships, social networks, avoid conflict Need for Power - Desire to have strong influence over other people - Effective managers are low need for affinity, high need for power...
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...MANAGEMENT OF CHANGE School of Business Kenyatta University – 43844 Nairobi TABLE CONTENT Page 1. Change Management ………………………….……….……….. 1 2. Leadership ………………………………………...……….……. 52 3. Inter Group Behavior and Conflict ……………….………….… 124 4. Power and Organizational Politics...……………….……….…… 161 Table and Figure Contents 1. Acronym Tropics Test …………….……………………………... 7 2. Self-esteem, Performance and Stress …………………………….. 16 3. Self-esteem, Performance and Change ……………………….….. 16 4. Stability Zones …………………..……………………………….. 18 5. The Coping Cycle ……………..…………………………………. 21 6. Quality Management …………………………………………….. 26 7. Forces of Change ………………………………………. ..……... 32 8. Kinds of Organizational Change …………………………....……. 37 9. Dealing with Resistance to Change ……….………….……..…… 41 10. Methods of Overcoming Resistance to Change …………………. 43 11. Comparison Between Leadership and Management …………….. 57 12. Three Leadership Patterns, their Location in the Organization and Their Skill Requirements ……………………………….…… 61 13. Hersy and Blanchard’s Situational Leadership Model: Defining Maturity and Four Leadership Styles…………….…..… 65 14. Relationships in the LPC Contingency Mode ……………………. 69 15. Casual Relationship for Supportive Leadership on Subordinate Effort ……………………………………………………………... 74 16. Casual Relationship of Effects of Directive Leadership Behaviour on Subordinate Effort ……………………………………………. 76 17. Path-Goal...
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...groups, and cohesion based on attraction results in effective control over members with respect to important performance norms. Successful resolution of authority issues within a group result in a well understood status structure. This contributes to group functioning. 2. Describe the five stages of Tuckman's Group Development Process. What individual and group issues are addressed in each stage? Forming Storming Norming Performing Adjourning Individual How do I What's my What do the How can I Whta's issues fit in? role here? Others expect best perform next? me to do? my role? Group Why are we Why are we Can we agree Can we do the Can we help Issues here? fighting over on roles and job properly? members who is in charge work as a...
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...Strategy 10 Organizational Change Model 10 Resistance of Changes 12 Results/ Outcome 14 Failure to Change / Result in Merger 14 Evaluation of the Effort 16 Change Approach 16 Reflections of Managerial Change Strategy 17 Reference 19 Appendix 21 Here are ten principles every great leader should know. 21 Financial Analysis For Hewitt Associates 22 Lewin’s Change Model 23 Kotter and Schlesinger - Six Change Approaches 23 Executive Summary This research paper elaborates the organizational changes made within Aon-Hewitt, formally known as Hewitt Associates. These changes were delegated in the form of a top-down processing structure; which initiated the implementation for the company's Consulting and Outsourcing group. Utilizing the Lewin’s Change model, the context of the organizational change strategies, will be evaluated for each stage within the implemented changes. Hewitt Associates has successfully provided their services to corporations over the past 70 years; however because of their lack of growth within Technology Innovation, their processes were questioned. A highly recognized client, express their concerns regarding the necessary approaches taken by Hewitt Associates, and how their data was being handled by this company. In return, Hewitt Associates addressed the issues with a complete overhaul of their operational processes. These changes were initiated over a short period of time, which resulted in resistance from the associates that...
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...which these roles might be grouped? A) intrapersonal B) institutional C) decisional D) affective E) reflective 2) Over the past two decades, business schools have added required courses on people skills to many of their curricula. Why have they done this? A. Managers no longer need technical skills in subjects such as economics and accounting to succeed. B. Managers need to understand human behavior if they are to be effective. C. These skills enable managers to effectively lead human resources departments. D. A manager with good interpersonal skills can help create a pleasant workplace 3) Which of the following is best defined as a consciously coordinated social unit, composed of two or more people, which functions on a relatively continuous basis to achieve a common goal or set of goals? A. Party B. Unit C. Community D. Organization 4) Which of the following is not one of the four primary management functions? A) controlling B) planning C) staffing D) organizing E) leading 5) Determining how tasks are to be grouped is part of which management function? A. Leading B. Planning C. Controlling D. Organizing E. Contemplating 6) Which of the following is least likely to be considered a manager? A. A lieutenant leading an infantry platoon B. An administrator in charge of fund-raising activities in a nonprofit organization C. A doctor who acts as head of the physiotherapy department at a public hospital D. The mayor of a large city E. An IT technician who enables...
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...healthiness of their organization. Workers who are stressed are also more likely to be unhealthy, poor motivated, less productive and less safe at work. Their organisations are less likely to be successful in a competitive market. Stress can be brought about by pressures at home and at work. Employers cannot usually protect workers from stress arising outside of work, but they can protect them from that which arises from work. Stress may be defined as "a state of psychological and / or physiological imbalance resulting from the disparity between situational demand and the individual's ability and / or motivation to meet those demands." Dr. Hans Selye, one of the leading authorities on the concept of stress, described stress as "the rate of all wear and tear caused by life." Stress in an organisation can also be refer to us the response people or workers may have when presented work work demands and pressures the are not matched to their knowledge and abilities and which challenges their ability to cope Sources of Stress, Factors that cause stress are called "Stressors." The following are the sources or causes of an organisational and non-organisational stress. 1. Causes of an Organisational Stress The main sources or causes of an organisational stress are:- Career Concern : If an employee feels that he is very much behind in corporate ladder, then he may experience stress and if he feels that there are no opportunities for self-growth he may experience stress...
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...Understanding the Manager’s Job CHAPTER 1 QUESTIONS FOR REVIEW 1. What are the four basic functions that make up the management process? How are they related to one another? The four basic functions of the management process are planning and decision making, organizing, leading and controlling. Managers utilize all of these processes to achieve the goals of their organization. 2. What are the four basic activities that make up the management process? How are they related to one another? The basic activities that make up the management process include setting goals and determining how to best achieve these goals. Once a manager has set these goals they must determine the necessary resources to carry them out. Leadership and motivation are a vital element as well as controlling the activities to meet the goals. 3. Identify several of the important skills that help managers succeed. Give an example of each. Technical skills are necessary for managers so that he or she can understand the type of work that is done in their organizations. Managers must also possess good interpersonal skills which are the ability to listen to a subordinate as well as convey ideas of the company. This skill might also be helpful in motivating individuals. Time management is also an important skill for managers. Effective managers can prioritize work load, make sure it is done in the most efficient manner as well as delegate specific duties. 4. Briefly describe the principles...
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...Approaches; Models; Global scenario. UNIT 2 Individual Behaviour; Personality; Learning; Attitudes; Perception; Motivation; Ability; Their relevant organizational behaviour. UNIT 3 Group dynamics; Group norms; Group cohesiveness; Group Behance to organizational behaviour. UNIT 4 Leadership Styles; Qualities; Organisational communication; Meaning importance, process, barriers; Methods to reduce barriers; Principle of effective communication. UNIT 5 Stress; Meaning; Types; Sources; Consequences; Management of stress. Power and Politics; Definition; Types of Powers; Sources; Characteristics; Effective use of Power. UNIT 6 Organisational Dynamics; Organisational design; Organisational effectiveness; Meaning, approaches; Organisational culture; Meaning, significance; Organisational Climate; Implications on organizational behaviour. Organisational Change; Meaning; Nature; Causes of change; Resistance of change; Management of change; Organisational development; Meaning; OD Interventions. REFERENCE BOOKS 1. Fred Luthans, Organisational Behaviour, McGraw Hill Book Co., 1995. 2. Stephen P. Bobbins, Organisational Behaviour, Prentice Hall, 1997. 3. Keith Davis, Human Behaviour at Wor/c,.-M.cGraw Hill Book Co., 1991. 4. Gregory Moorehead and R.S. Griffin, Organisational Behaviours: Managing People and Organisations, Jaico, 1994. 5. Judith R. Gordon, A Diagnostic Approach to Organisational Behaviour, Allyn & Bacon...
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