Chap13

© Prentice Hall, 2005 1 - 1


ObjectivesObjectivesObjectivesObjectives1.A working definition of changing an organization

2.An understanding of the relative importance of change and stability to an organization

3.Some ability to recognize what kinds of changes should be made within an organization

4.An appreciation for why the people affected by a change should be considered when the change is being made

5.Some facility at evaluating change

6.An understanding of how organizational change and stress are related

7.Knowledge about virtuality as a vehicle for organizational change


Fundamentals of Changing an OrganizationFundamentals of Changing an OrganizationFundamentals of Changing an OrganizationFundamentals of Changing an OrganizationDefining Changing an Organization

The Importance of ChangeThink list:

1. Can a machine be used to do a better or faster job?2. Can the fixture now in use be improved?3. Can handling of materials for the machine be improved?4. Can a special tool be used to combine the operations?5. Can the quality of the part being produced be improved

by changing the sequence of the operation?6. Can the material used be cut or trimmed differently

for greater economy or efficiency?7. Can the operation be made safer?8. Can paperwork regarding this job be eliminated?9. Can established procedures be simplified?

Change Versus Stability


Fundamentals of Changing an OrganizationFundamentals of Changing an OrganizationFundamentals of Changing an OrganizationFundamentals of Changing an Organization


Factors to Consider When Changing an OrganizationFactors to Consider When Changing an OrganizationFactors to Consider When Changing an OrganizationFactors to Consider When Changing an Organization


Factors to Consider When Changing an OrganizationFactors to Consider When Changing an OrganizationFactors to Consider When Changing an OrganizationFactors to Consider When Changing an OrganizationThe Change Agent

Determining What Should Be ChangedPeople factors:

AttitudesLeadership skillsCommunication skillsAll other characteristics of human resources

Structural factors:Organizational controls

Technological factors:Equipment or processes that assist in performance of members’ jobs




Factors to Consider When Changing an OrganizationFactors to Consider When Changing an OrganizationFactors to Consider When Changing an OrganizationFactors to Consider When Changing an OrganizationThe Kind of Change to Make

Technological change

Structural ChangeDescribing Structural Change

1. Clarifying and defining jobs

2. Modifying organizational structure to fit organization’s communication needs

3. Decentralizing organization to:Reduce the cost of coordinationIncrease the controllability of subunitsIncrease motivationGain greater flexibility

Matrix Organizations Making the Change to Matrix: An Example






Factors to Consider When Changing an OrganizationFactors to Consider When Changing an OrganizationFactors to Consider When Changing an OrganizationFactors to Consider When Changing an OrganizationThe Kind of Change to Make (continued)

People ChangeDescribing People Change: Organization Development (OD)Grid OD

The Ideal Style Main Training Phases

The Status of Organization DevelopmentWeaknesses:

1. The effectiveness of an OD program is difficult to evaluate2. OD programs are generally too time consuming3. OD objectives are commonly too vague4. Total costs of OD program are difficult to gauge when the program starts5. OD programs are generally too expensive

Improve quality of OD efforts:1. Systematically tailor OD programs to meet organization’s specific needs2. Continually demonstrate exactly how people should change their behavior3. Conscientiously change organizational reward systems




Factors to Consider When Changing an OrganizationFactors to Consider When Changing an OrganizationFactors to Consider When Changing an OrganizationFactors to Consider When Changing an OrganizationIndividuals Affected by the ChangeResistance to ChangeReducing Resistance to Change

1. Avoid surprises2. Promote real understanding

Will I lose my job? Will my old skills become obsolete? Am I capable of producing effectively under the new system? Will my power and prestige decline? Will I be given more responsibility than I care to assume? Will I have to work longer hours? Will it force me to betray or desert my good friends?

3. Set the stage for change


Factors to Consider When Changing an OrganizationFactors to Consider When Changing an OrganizationFactors to Consider When Changing an OrganizationFactors to Consider When Changing an OrganizationReducing Resistance to Change (continued)

4. Make tentative change Test reactions to the new situation

Acquire more facts to base attitudes and behavior toward the change

Review and modify some preconceptions

Less likely to regard the change as a threat

Evaluate method of change and make any necessary modifications


Factors to Consider When Changing an OrganizationFactors to Consider When Changing an OrganizationFactors to Consider When Changing an OrganizationFactors to Consider When Changing an OrganizationEvaluation of the Change

Additional change is justified if it will accomplish:

1. Further improve the means for satisfying someone’s economic wants

2. Increase profitability

3. Promote human work for human beings

4. Contribute to individual satisfaction and social well-being


Change and StressChange and StressChange and StressChange and StressDefining Stress

The Importance of Studying Stress Damaging psychological and physiological effects

Major cause of employee absenteeism and turnover

Can affect the safety of other workers or even the public

A very significant cost to organizations


Change and StressChange and StressChange and StressChange and StressManaging Stress in Organizations

Understanding How Stress Influences Worker PerformanceIdentifying Unhealthy Stress in Organizations

Observable symptoms of undesirably high stress levels: Constant fatigue Low energy Moodiness Increased aggression Excessive use of alcohol Temper outbursts Compulsive eating High levels of anxiety Chronic worrying


Change and StressChange and StressChange and StressChange and Stress


Change and StressChange and StressChange and StressChange and StressManaging Stress in Organizations (continued)

Helping Employees Handle Stress

Prevent initial development of unwanted stressors:

1. Create an organizational climate that is supportive of individuals

2. Make jobs interesting

3. Design and operate career counseling programs


VirtualityVirtualityVirtualityVirtualityDefining a Virtual OrganizationDegrees of VirtualityThe Virtual Office

Defining a Virtual OfficeOccasional TelecommutingHotelingTethered in OfficeHome-Based, Some MobilityFully Mobile

Reasons for Establishing a Virtual OfficeChallenges to Managing a Virtual Office


VirtualityVirtualityVirtualityVirtuality


QuestionsQuestions

Chap13

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stress managing

organization

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organization

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od programs

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understanding