Managing Change

Topics: Change management, Management, Organization development Pages: 10 (2626 words) Published: June 13, 2013
GUIMARAS STATE COLLEGE
Graduate School Iloilo Extension Center

Reporter:Professor:
Ma. Cecilia A. MontañoDr. Rogelio M. Borro

Managing Change

The Nature of Change
Change – is any alteration occurring at work or in the work environment that affects the ways in which employees must act.These changes maybe planned or unplanned, catastrophic or evolutionary, positive or negative, strong or weak, slow or rapid, and stimulated either internally or externally. Regardless of their source, nature, origin, pace, or strength, changes can have profound effects on their recipients. * Effects are widespread

* Change is a human as well as a technical problem.
Equilibrium – a state of relative balance between opposing forces (social structure of an organization); people develop a relatively stable set of relations with their environment; employees are adjusted. Disequilibrium/unbalance – employees are unable to make adequate adjustments; at the extreme, disruptions can produce disarray until they are addressed. Manager’s role:

1. Proactive – anticipating events, initiating change, and taking control of the organization’s destiny. 2. Reactive – responding to events, adapting to change, and tempering the consequences of change. Responses to Change

The way that people feel about the change is one factor that determines how they will respond to it. 1. Personal history – people’s biological processes, their family backgrounds (e.g. family, job, education), and all their social experinces away from work; preexisting attitudes. 2. Work environment –reflects the fact that workers are members of a group and their attitudes are influenced by its codes, patterns and norms. Hawthorne Effect – observation affects behavior; means that the mere observation of a group or more precisely, 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. Group Response to Change – people interpret change individually and have their own probable response to it. However, they often show their attachment to the group by joining with other group members in some uniform responses to the change. “We’re all in this together. Whatever happens to one of us affects all of us.” Personal

Histories
Change
Work
Environment
Absenteeism
Strike
Demands
Indifference
Harder work
Sabotage
Collective
(social)
demands
Stimulus
Probable individual responses (attitudes
Actual
responses
Person A
B
C
D
E
F
Unified Social Response to Change

Homeostasis– a self-correcting mechanism by which energies are called up to restore balance whenever change threatens; a self-correcting characteristic of an organization, that is , people act to establish a steady state of need fulfillment and to protect themselves from disturbance of that balance. They want to maintain their previous sense of competence. Cost and Benefits

* All changes are likely to have some costs
* Each change requires a detailed cost-benefit analysis to determine usefulness * Organizational goal should always be to produce benefits greater than costs. * Emotions powerfully impact intentional change (behavior, thoughts & perceptions) * May cause psychic costs –psychological costs which affect a person’s inner self, the psyche. Psychological loss because of the strain it imposes on people as they try to adjust. * Repetitive change syndrome – caused by a series of organizational initiatives that are started but not completed. * 20-50-30 rule

20 % - of employees will be receptive and possibly strongly supportive 50 % - neutral and possibly even open-minded and receptive
30 % - close minded , resist the change, and possibly attempt to sabotage it. Resistance to Change – employee behaviors designed to discredit, delay or prevent the implementation of a work change, because it threatens their needs for...
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