PART SIX – CHANGE AND ITS EFFECTS :PART SIX – CHANGE AND ITS EFFECTS ENGR. LIZETTE IVY G. CATADMAN DMGT 715 CHAPTER 14 – MANAGING CHANGE


Slide 2:Shunryu Suzuki It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change. Author unknown, commonly misattributed to Charles Darwin Without accepting the fact that everything changes, we cannot find perfect composure.  But unfortunately, although it is true, it is difficult for us to accept it.  Because we cannot accept the truth of transience, we suffer.


Slide 3:CHANGE EVERYWHERE, IT IS CONSTANT, AND ITS PACE IS ACCELERATING. TO SURVIVE, ORGANIZATIONS NEED TO DECIDE, NOT WHETHER TO CHANGE, BUT WHEN AND HOW TO MAKE IT OCCUR MOST SUCCESSFULLY.


Slide 4:CHANGE ANY ALTERATION OCCURING IN THE WORK ENVIRONMENT THAT AFFECTS THE WAYS IN WHICH EMPLOYEES MUST ACT.


Slide 5:THE WHOLE ORGANIZATION TENDS TO BE AFFECTED BY CHANGE IN ANY PART OF IT. CHANGE MAY NOT MAKE DIRECT CONTACT WITH THE EMPLOYEES; IT AFFECTS THEM INDIRECTLY. CHANGES MAY LEAD TO PRESSURES AND CONFLICTS THAT EVENTUALLY CAUSE A BREAKDOWN SOMEWHERE IN THE ORGANIZATION.


Slide 8:UNIFIED SOCIAL RESPONSE TO CHANGE


Slide 9:THE HAWTHORNE EFFECT THE MERE OBSERVATION OF A GROUP – THE PERCEPTION OF BEING OBSERVED AND ONE’S INTERPRETATION OF ITS SIGNIFICANCE – TENDS TO CHANGE THE GROUP. WHEN PEOPLE ARE OBSERVED, OR BELIEVE THAT SOMEONE CARES ABOUT THEM, THEY ACT DIFFERENTLY. HOMEOSTASIS IN TRYING TO MAINTAIN EQUILIBRIUM, A GROUP IS OFTEN INCLINED TO RETURN TO ITS PERCEIVED BEST WAY OF LIFE WHENEVER ANY CHANGE OCCURS. A SELF-CORRECTING MECHANISM BY WHICH ENERGIES ARE CALLED UP TO RESTORE BALANCE. PEOPLE ACT TO ESTABLISH A STEADY STATE OF NEED FULFILLMENT AND TO PROTECT THEMSELVES FROM DISTURBANCE OF THAT BALANCE.


Slide 10:COSTS AND BENEFITS PSYCHOLOGICAL COSTS ARE CALLED PSYCHIC COSTS BECAUSE THEY AFFECT A PERSON’S INNER SELF, THE PSYCHE.


Slide 12:RESISTANCE TO CHANGE ANY EMPLOYEE BEHAVIOR DESIGNED TO DISCREDIT, DELAY, OR PREVENT THE IMPLEMENTATION OF A WORK CHANGE EMPLOYEE RESIST CHANGE BECAUSE IT THREATENS THEIR NEEDS FOR SECURITY, SOCIAL INTERACTION, STATUS, COMPETENCE, OR SELF-ESTEEM OTHER CAUSES OF RESISTANCE OR PASSIVITY ORGANIZATIONAL CULTURES THAT OVERVALUE CRITICISM OF NEW IDEAS EMPLOYEES WHO MOUTH SUPPORT IN PUBLIC BUT UNDERCUT CHANGES BEHIND THE SCENES INDECISIVE MANAGERS WHO SUFFER FROM “ANALYSIS PARALYSIS” AN EMPHASIS ON FLASHY PROPOSALS INSTEAD OF FOLLOW-THROUGH BUNKER MENTALITY


Slide 13:REASONS FOR RESISTANCE RESISTANCE WILL BE EVEN MORE INTENSE IF ALL THREE REASONS EXIST


Slide 14:TYPES OF RESISTANCE


Slide 15:PARALLEL STAGES OF REACTIONS TO TERMINAL ILLNESS AND ORGANIZATIONAL CHANGE


Slide 17:POSSIBLE BENEFITS OF RESISTANCE MAY ENCOURAGE MANAGEMENT TO REEXAMINE ITS CHANGE PROPOSALS EMPLOYEES OPERATE AS PART OF A SYSTEM OF CHECKS AND BALANCES THAT ENSURE MANAGEMENT TO SCREEN ITS PROPOSED CHANGES MORE CAREFULLY HELP IDENTIFY SPECIFIC PROBLEM AREAS WHERE A CHANGE IS LIKELY TO CAUSE DIFFICULTIES SO THAT MANAGEMENT CAN TAKE CORRECTIVE ACTION BEFORE SERIOUS PROBLEMS DEVELOP MANAGEMENT MAY BE ENCOURAGED TO DO A BETTER JOB OF COMMUNICATING THE CHANGE GIVES MANAGEMENT INFORMATION RELEASE FOR PENT-UP EMPLOYEE FEELINGS AND MAY ENCOURAGE EMPLOYEES TO THINK AND TALK MORE ABOUT A CHANGE SO THAT THEY UNDERSTAND IT BETTER


Slide 22:THREE STAGES IN CHANGE


Slide 23:CHANGE IS INTRODUCED BY A VARIETY OF METHODS CHANGE… KEY LIES IN THREE RULES


Slide 24:BUILDING SUPPORT FOR CHANGE


Slide 25:RESISTANCE TO CHANGE PARTICIPATION LOW LOW HIGH HIGH A MODEL OF PARTICIPATION AND RESISTANCE TO CHANGE


Slide 26:ORGANIZATIONAL DEVELOPMENT A COMPREHENSIVE PROGRAM THAT IS CONCERNED WITH THE INTERACTIONS OF VARIOUS PARTS OF THE ORGANIZATION AS THEY AFFECT ONE ANOTHER.


Slide 27:COMMON ORGANIZATION DEVELOPMENT ASSUMPTIONS


Slide 28:CHARACTERISTICS OF ORGANIZATIONAL DEVELOPMENT


Slide 30:TYPICAL STAGES IN ORGANIZATION DEVLOPMENT


Slide 32:THANK YOU FOR LISTENING THIS ENDS THE THIRD PART OF MY REPORT