Managing Organizational Change. Today’s Agenda. Know the class Review the course outline A case of organization change. In your opinion, what could we study in a course of change management?. Overview of the syllabus. Images of Managing Change Why Organizations Change
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.
Images of Managing Change
Why Organizations Change
What Changes in Organizations
Diagnosis for Change
Resistance to Change
Linking Vision and Change
Strategies and Skills for Communicating Change
Operates with an image or mental model of what s/he thinks is achievable.
Has a different management style and image.
Illuminate certain aspects of change.
Take us away from paying attention to certain aspects.
We will suggest some images and assess the strengths and weaknesses of different images.
External forces for change
e.g. new technology
e.g. geopolitical environment
Internal Forces for change
e.g. a new CEO
e.g. growth cycle
Forces for stability
Think: Do we really need this change? what are the likely returns (economic, other) of this change?
Common types of changes:
Mergers and acquisitions
Proactive Vs. reactive changes
Scale of change
Organization models to assess where changes are needed in an organization
Management behaviours and mindsets
Employee behaviours and mindsets
Modes of interaction
Component analysis tools to assess the changes needed in each part of the organization
E.g. force-field (strategy), PESTEL (environment), cultural web (culture)
Assessing readiness to change
Why do people resist to change
Experiences with past change
Discomfort with uncertainty
Lack of conviction that change is needed
Perceived negative effect on interests
Lack of clarity as to what is expected
Belief that the timing is wrong
The resistance cycle
The power of resistance
Implementation method is important: A good idea for change may be badly managed and fail.
How much do we involve people
When things will be done
Two main approaches:
Organization development (OD)
Content of meaningful visions
Process by which visions are emerged
Does vision drive change or emerge during change?
Visions help or hinder change?
Vision belongs to organizations or to leaders?
Strategies for communicating change
What, how, and to whom
Modelling the communication process
How much communication
Selling vs. buying in
Skills for enacting those strategies
Upward (common language)
Downward (listening skills)
with the outside world (corp. reputation)
Actions to sustain change:
Redesign roles and reward systems
Change can come from above and below
What are the differences between change from below and change from above?
Key change issues:
The diffusion of change helps consolidate change across the organization
Symbolic images of change can give more importance to change from above for employees
Champions of change gain support for change
Managing a merger
Key change issues:
Organizational politics and lobbying
Merging of cultures as a form of change
Communicating change to internal employees and company stakeholders
Restructuring the organization as a common type of change
External pressures for change
Key change issues:
The external environment can lead to organizational changes
Organizations may consider that they have a social responsibility to the external community, and this can lead to pressures for change
Not all planned changes come to fruition