1–1 MPO699 MANAGING PEOPLE IN ORGANIZATION TOPIC 07 – LEADING CHANGE.
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Transcript of 1–1 MPO699 MANAGING PEOPLE IN ORGANIZATION TOPIC 07 – LEADING CHANGE.
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1–1
MPO699 MANAGING PEOPLE IN ORGANIZATIONTOPIC 07 – LEADING CHANGE
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Learning ObjectivesLearning Objectives• List what managers can change• Learn why employees resist change• Discuss the eight steps for leading change• Analyze five organizational development
techniques• Learn how to overcome interpersonal,
individual, and organizational conflicts
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Organizational
Change
Employees
Technology
Tasks
Structure
Culture
Strategy
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Sources of Sources of Resistance to ChangeResistance to Change
Level OneLevel One Level TwoLevel Two
HonestHonestDisagreementDisagreement
Lack ofLack ofInformationInformation
EmotionalEmotionalIssuesIssues
PersonalPersonalReasonsReasons
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EducationEducation ParticipationParticipation
Overcoming ResistanceOvercoming Resistance
FacilitationFacilitation NegotiationNegotiation
ManipulationManipulation CoercionCoercion
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Unfreezing Moving Refreezing
Lewin’s Three-Step Process of Change
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©Prentice Hall, 2000 7
Eight-Step Change Eight-Step Change ProcessProcess
1. A sense of urgency
2. Coalition and commitment
3. A shared vision
4. Empowerment
5. Short-term wins
6. Consolidated gains
7. New ways of doing things
8. Monitoring and adjustment
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Change in ActionChange in Action
Becoming an E-BusinessBecoming an E-Business
CultureCulture StructureStructureStrategyStrategy
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Leading Strategic Leading Strategic ChangeChange
Charismatic
InstrumentalMissionary
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Embedding and Reinforcing Embedding and Reinforcing Organizational CultureOrganizational Culture
• What leaders notice, measure, and control• Leader reactions to critical incidents and
organizational crises• Deliberate role modeling, teaching, and coaching• Criteria for allocation of rewards and status• Criteria for recruiting, selecting, promoting, retiring,
and firing
Primary Embedding Mechanisms
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Embedding and Reinforcing Embedding and Reinforcing Organizational CultureOrganizational Culture
• Organization design and structure• Organizational systems and procedures• Design of physical space, facades, and buildings• Stories about important events and people• Formal statements of organizational philosophy,
creeds, and charters
Secondary Reinforcement Mechanisms
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Organizational Organizational DevelopmentDevelopmentApplicationsApplications
Human Process Human Process
HR ManagementHR Management
TechnostructuralTechnostructural
StrategicStrategic
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Organizational ConflictOrganizational Conflict
• Individual
• Interpersonal
• Intergroup
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ManagingIntergroup
Conflict
Structure-Based
Approaches
Common orSuperordinate
Goals
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Conflict-Resolution StylesConflict-Resolution Styles
AvoidanceAvoidance AccommodationAccommodation CompetitionCompetition
CompromiseCompromise CollaborationCollaboration ForcingForcing
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Conflict-Resolution Modes
•Forcing
•Confronting
•Process Controlling
•Problem Solving
•Compromising
•Accommodating
•Avoiding
•Contending; doing what you say directly
•Demanding attention to the conflict issue
•Dominating the conflict-resolution process
•Reconciling the parties’ basic interests
•Settling through mutual concessions
•Giving in to the opponent
•Moving away from the conflict issue
Component Definition