1 / 11

Chapter 13

Chapter 13. Managing Change and Future Challenges in Sport Organizations. Learning objectives. Explain factors driving change in sport organisations Describe the HR implications of change in the workplace Understand how to strategically manage change with respect to HR

dianadavidson
Download Presentation

Chapter 13

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. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Chapter 13 Managing Change and Future Challenges in Sport Organizations

  2. Learning objectives • Explain factors driving change in sport organisations • Describe the HR implications of change in the workplace • Understand how to strategically manage change with respect to HR • Outline challenges to sport organisations in the future and understand the implications for SHRM

  3. Change in sport organizations (1) change is inevitable for survival; (2) change is paradoxical in that it is necessary and inevitable, yet stability and predictability are inherently preferred states for organizations and individuals; (3) successful management of change is essential for organizational effectiveness (Slack & Parent, 2006)

  4. Types of change • may be in the form of products or services that the sport organization offers, production technology, organizational structure and systems • internal pressure for change may come from financial challenges or opportunities, operational inefficiencies, or disgruntled employees • external pressure to keep up with competitors, to better meet the needs of current and prospective customers, maintaining accountability to funding bodies, changes in government policy and sport legislative bodies all drive change

  5. Stages of action (and factors influencing that action) in the organizational change process (Greiner, 1967) Stage 1 Stimulus to take action (internal, external pressure on top management) Stage 2 Refocus on internal conditions (needs, problems) (may require external intervention) Stage 3 Identification of specific needs, problems (diagnosis of problem areas by organization staff and units) Stage 4 Commitment to specific change(s) (identification and selection of potential courses of action) Stage 5 Evaluation of impact of exploratory steps (incremental/exploratory changes) Stage 6 Expansion and acceptance of new conditions (positive reinforcement)

  6. Resistance to change 4 major sources of resistance to change: • Self-interest: People are focused on their own self-interests in the organization • Lack of trust: The uncertainty associated with change may breed mistrust between management and staff, or between staff who do and do not support the change. • Differing perceptions of outcomes: Individuals may not value or give much weight to the purported need for change and the anticipated benefits, or they may not feel that the anticipated benefits will be realized at all • Cost of change: Change may be resisted because of the anticipated costs, in terms of time, money, and effort, to implement the change, particularly if it is felt that the costs outweigh the benefits

  7. Cycle of coping with change • In the first instance, individuals may experience denial that any change is necessary • subsequently, they may experience defence as preliminary discussions take place about the nature and form of the change • eventually, discarding old attitudes and ways of doing things as individuals realize that the planned change is necessary and inevitable • next, is adaptation ie coming to terms with the new way(s) of doing things • the final stage in the coping cycle is internalization, where the change is well-understood and accepted

  8. Strategies to cope with change • Communication and education • Participation • Change teams • Idea champions • Facilitation and support • Negotiation

  9. Challenges for HRM • Globalisation and change • Increasing diversity in the workplace • Information requirements and different ways of delivering the sport product • Work life issues and ways of organizing work • Customer service orientation • Volunteer and paid staff relationships

  10. SHRM & the future • HRM will undoubtedly assume a more strategic role in sport organisations • for effective SHRM collaboration between line managers, employees, volunteers, customers, strategic partners and members of the community is critical • as sport organizations grapple with new technologies, structures, processes, cultures; SHRM will accordingly facilitate organisational change and ensure flexibility and adaptability

  11. Summary • Organizational change is inevitable and a key issue for SHRM • Sport organizations face internal (e.g., financial challenges, inefficiencies) and external forces (e.g., government policy, consumers, competitors, sport governing bodies) that pressure them to make changes for growth and survival • To overcome resistance and help people cope with change in the organization, strategies are directed towards educating staff and volunteers about change, involving them in the change process, and providing additional support through change teams, idea champions, and various organizational measures such as counseling, therapy, and retraining

More Related