Chapter 8
Download
1 / 23

Planned Change - PowerPoint PPT Presentation


  • 204 Views
  • Uploaded on

Chapter 8. Planned Change. Murphy (1999) suggests that “change is inevitable, but growth is optional.” . A fundamental difference in management and leadership is that managers continue the status quo and leaders embrace change. Types of Change. Planned change

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'Planned Change' - mills


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
Chapter 8

Chapter 8

Planned Change



A fundamental difference in management and leadership is that managers continue the status quo and leaders embrace change.


Types of change
Types of Change that managers continue the status quo and leaders embrace change.

  • Planned change

  • Unplanned change or change by drift

  • Socialization or indoctrination change

  • Reactive or systems change

  • Intrapersonal change

  • Developmental or maturational change


Change agents
Change Agents that managers continue the status quo and leaders embrace change.

Persons skilled in the theory and implementation of planned change


Regardless of the type of change, all major change brings feelings of achievement, loss, pride, and stress.


Planned change, feelings of achievement, loss, pride, and stress.in contrast to accidental change or change by drift, is change that results from a well-thought-out and deliberate effort to make something happen.


3 good reasons for change
3 Good Reasons for Change feelings of achievement, loss, pride, and stress.

  • Change to solve some problem.

  • Change to make work more procedures more efficient.

  • Change to reduce unnecessary workload.


Lewin 1951 identified several rules that should be followed in implementing change
Lewin (1951) identified several rules that should be followed in implementing change:

  • Change should only be implemented for good reason.

  • Change should always be gradual.

  • All change should be planned, and not sporadic or sudden.

  • All individuals who may be affected by the change should be involved in planning for the change.


Driving and restraining forces goal return to school
Driving and Restraining Forces followed in implementing change: Goal: Return to School

Forces driving to reach the goal

Forces restraining from reaching the goal

Opportunity for advancement

Status, social gratification

Enhanced self-esteem

Family supportive of efforts

Pay increase

Low energy level

Limited financial resources

Unreliable transportation

Time with family already limited


Three phases of planned change lewin 1951
Three Phases of Planned followed in implementing change:Change (Lewin, 1951)

  • Unfreezing

  • Movement

  • Refreezing


Change agent strategies bennis et al 1969
Change Agent Strategies followed in implementing change:(Bennis et al, 1969)

  • Rational–empirical

  • Normative–reeducative

  • Power–coercive


Resistance the natural and expected response to change
Resistance: The natural and expected response to change followed in implementing change:

Degree of resistance for each individual depends on four things:

  • Their flexibility to change

  • Their evaluation of the immediate situation

  • The anticipated consequences of the change

  • Their perceptions of what they have to lose and gain

    —Silber (1993)


Ten emotional phases of the change process
Ten Emotional Phases of the Change Process followed in implementing change:

  • Equilibrium

  • Denial

  • Anger

  • Bargaining

  • Chaos

  • Depression

  • Resignation

  • Openness

  • Readiness

  • Reemergence

    (Adapted from Perlman & Takacs, 1990).


Bushy and Kamphuis (1993), building on that work of Rodgers (1983), identified six behavioral patterns commonly seen in response to change: innovators, early adapters, early majority, late majority, laggards, and rejectors.


Pesut (2000) classifies individuals as either crusaders or tradition bearers in response to their propensity to seek change.


Perhaps the greatest factor contributing to the resistance encountered with change is a lack of trust between the employee and the manager or the employee and the organization.


Whenever possible, all those who may be affected by a change should be involved in planning for that change.


When information and decision making are shared, subordinates feel that they have played a valuable role in the change.


Porter-O’Grady (2003) suggests that the manager’s behavior is the single most important factor in how people in the organization accept change.


Stages of organizational development
Stages of Organizational Development behavior is the single most important factor in how people in the organization accept change.

  • Birth

  • Youth

  • Maturity

  • Aging


Gardner 1990 states
Gardner (1990) states: behavior is the single most important factor in how people in the organization accept change.

The only way to conserve an organization is to keep it changing.


behavior is the single most important factor in how people in the organization accept change. The significant problems we face cannot be solved at the same level of thinking we were at when we created them.”

—Albert Einstein


ad