LOGO Managing Organizational Change and Learning By Daniel Damaris Novarianto S. LOGO Forces for Change LOGO Forces for Change (cont.) LOGO Sources of Resistance to Change According to Stephen P. Robbins & Timothy A. Judge: Individual Sources Organizational Sources LOGO Sources of Resistance to Change (cont.) Individual Sources: Habit Security Economic Factors Fear of the Unknown Selective information processing LOGO Sources of Resistance to Change (cont.) Organizational Sources: Structural Inertia Limited focus of change Group inertia Threats to expertise Threats to established power relationship LOGO Sources of Resistance to Change (cont.) LOGO Overcoming Resistance to Change Education & Communication Participation Building Support & Commitment Develop Positive Relationship Implementing Changes Fairly Manipulation & Cooptation Selecting People Who Accept Change Coercion LOGO Approaches to Managing Organizational Change Lewins Three Step Model A Seven Step Model Kotters Eight Step Plan Action Research Organizational Development LOGO Lewins Three Step Model LOGO A Seven Step Model LOGO A Seven Step Model (cont.) LOGO Kotters Eight Step Plan Establish a sense of urgency by creating a compelling reason for why change is needed Form a coalition with enough power to lead the change Create a new vision to direct the change and strategies for achieving the vision Communicate the vision throughout the organization Empower others to act on the vision by removing barriers to change and encouraging risk tasking and creative problem solving LOGO Kotters Eight Step Plan (cont.) Plan for, create, and reward short-term wins that move the organization toward the new vision Consolidate improvement, reassess changes, and make necessary adjustment in the new program Reinforce the change by demonstrating the relationship between new behaviors and organizational success. LOGO Action Research Diagnosis Analysis Feedback Action Evaluation LOGO Organizational Development (OD) OD Techniques Sensitivity Training Survey Feedback Process Consultation Team-Building Inter-Group Development Appreciative Inquiry The Underlying Values from OD Respect for People Trust and Support Power Equalization Confrontation Participation LOGO Organizational Development (cont.) Appreciative Inquiry LOGO Depth and Approach of Intended Change LOGO Trends in Organizational Change Downsizing Empowerment Virtual Job/Telecommuting Flexible Time LOGO Creating a Culture for Change Stimulating a Culture of Innovation Creating a Learning Organization LOGO Stimulating a Culture of Innovation Innovation: a new idea applied to initiating or improving a product, process, or service The source of innovation: Organic structures positively influence innovation Long tenure in management is associated with innovation Innovation is nurtured when there are slack resources Inter-unit communication is high in innovative organizations LOGO A Learning Organization Single-Loop Learning: When they detect errors, their correction process relies on past routines and present policies Double-Loop Learning: They correct errors by modifying objectives, policies, and standard routines It provides opportunities for radically different solutions to problems and dramatic jumps in improvement LOGO Characteristic of a Learning Organization There exists a shared vision that everyone agrees on People discard their old ways of thinking and the standard routines they use for solving problems or doing their jobs Members think of all organizational process, activities, functions, and interactions with the environment as part of a system of interrelationship LOGO Characteristic of a Learning Organization (cont.) People openly communicate with each other (across vertical and horizontal boundaries) without fear of criticism or punishment People sublimate their personal self-interest and fragmented departmental interests to work together to achieve the organizations shared vision LOGO Work Stress and Its Management What is STRESS? a dynamic condition in which an individual is confronted with an opportunity, demand, or resource related to what the individual desires and for which the outcome is perceived to be both uncertain and important LOGO Polling About Stress LOGO A Model of Stress LOGO Relationship Between Stress and Job Performance LOGO Managing Stress Individual Approaches: Making daily lists of activities to be accomplished Prioritizing activities by importance and urgency Scheduling activities according to the priorities set Knowing your daily cycle and handling the most demanding parts of your job when you are most alert and productive LOGO Managing Stress (cont.) Individual Approaches: (cont.) Avoiding electronic distractions like frequently checking, which can limit attention and reduce efficiency Physical Exercise Relaxation Techniques Expanding Your Social Support Network LOGO Managing Stress (cont.) Organizational Approaches: Selection and placement decisions should take these facts into consideration Training can increase an individuals self- efficacy and thus lessen job strain Redesigning jobs The managers should consider increasing employee involvement in decision making LOGO Managing Stress (cont.) Organizational Approaches: (cont.) Increasing formal organizational communication with employees reduces uncertainty by lessening role ambiguity and role conflict The sabbaticalsranging in length from a few weeks to several monthsallow employees to travel, relax, or pursue personal projects that consume time beyond normal vacations LOGO Managing Stress (cont.) Organizational Approaches: (cont.) The wellness programs. These typically provide workshops to help people quit smoking, control alcohol use, lose weight, eat better, and develop a regular exercise program; they focus on the employees total physical and mental condition LOGO