Managing Organizational Change and Learning

1. Managing Organizational Change and Learning By Daniel Damaris Novarianto S.

2. Forces for Change

3. Forces for Change (cont.)

4. Sources of Resistance to Change • According to Stephen P. Robbins & Timothy A. Judge: • Individual Sources • Organizational Sources

5. Sources of Resistance to Change (cont.) • Individual Sources: • Habit • Security • Economic Factors • Fear of the Unknown • Selective information processing

6. Sources of Resistance to Change (cont.) • Organizational Sources: • Structural Inertia • Limited focus of change • Group inertia • Threats to expertise • Threats to established power relationship

7. Sources of Resistance to Change (cont.)

8. Overcoming Resistance to Change Education & Communication Participation Building Support & Commitment Develop Positive Relationship Implementing Changes Fairly Manipulation & Cooptation Selecting People Who Accept Change Coercion

9. Approaches to Managing Organizational Change Lewin’s Three Step Model A Seven Step Model Kotter’s Eight Step Plan Action Research Organizational Development

10. Lewin’s Three Step Model

11. A Seven Step Model

12. A Seven Step Model (cont.)

13. Kotter’s Eight Step Plan Establish a sense of urgency by creating a compelling reason for why change is needed Form a coalition with enough power to lead the change Create a new vision to direct the change and strategies for achieving the vision Communicate the vision throughout the organization Empower others to act on the vision by removing barriers to change and encouraging risk tasking and creative problem solving

14. Kotter’s Eight Step Plan (cont.) Plan for, create, and reward short-term “wins” that move the organization toward the new vision Consolidate improvement, reassess changes, and make necessary adjustment in the new program Reinforce the change by demonstrating the relationship between new behaviors and organizational success.

15. Action Research • Diagnosis • Analysis • Feedback • Action • Evaluation

16. Organizational Development (OD) OD Techniques The Underlying Values from OD Respect for People Trust and Support Power Equalization Confrontation Participation • Sensitivity Training • Survey Feedback • Process Consultation • Team-Building • Inter-Group Development • Appreciative Inquiry

17. Organizational Development (cont.) Appreciative Inquiry

18. Depth and Approach of Intended Change

19. Trends in Organizational Change • Downsizing • Empowerment • Virtual Job/Telecommuting • Flexible Time

20. Creating a Culture for Change • Stimulating a Culture of Innovation • Creating a Learning Organization

21. Stimulating a Culture of Innovation • Innovation: a new idea applied to initiating or improving a product, process, or service • The source of innovation: • Organic structures positively influence innovation • Long tenure in management is associated with innovation • Innovation is nurtured when there are slack resources • Inter-unit communication is high in innovative organizations

22. A Learning Organization • Single-Loop Learning: • When they detect errors, their correction process relies on past routines and present policies • Double-Loop Learning: • They correct errors by modifying objectives, policies, and standard routines • It provides opportunities for radically different solutions to problems and dramatic jumps in improvement

23. Characteristic of a Learning Organization There exists a shared vision that everyone agrees on People discard their old ways of thinking and the standard routines they use for solving problems or doing their jobs Members think of all organizational process, activities, functions, and interactions with the environment as part of a system of interrelationship

24. Characteristic of a Learning Organization (cont.) People openly communicate with each other (across vertical and horizontal boundaries) without fear of criticism or punishment People sublimate their personal self-interest and fragmented departmental interests to work together to achieve the organization’s shared vision

25. Work Stress and Its Management • What is STRESS? • a dynamic condition in which an individual is confronted with an opportunity, demand, or resource related to what the individual desires and for which the outcome is perceived to be both uncertain and important

26. Polling About Stress

27. A Model of Stress

28. Relationship Between Stress and Job Performance

29. Managing Stress • Individual Approaches: • Making daily lists of activities to be accomplished • Prioritizing activities by importance and urgency • Scheduling activities according to the priorities set • Knowing your daily cycle and handling the most demanding parts of your job when you are most alert and productive

30. Managing Stress (cont.) • Individual Approaches: (cont.) • Avoiding electronic distractions like frequently checking e-mail, which can limit attention and reduce efficiency • Physical Exercise • Relaxation Techniques • Expanding Your Social Support Network

31. Managing Stress (cont.) • Organizational Approaches: • Selection and placement decisions should take these facts into consideration • Training can increase an individual’s self-efficacy and thus lessen job strain • Redesigning jobs • The managers should consider increasing employee involvement in decision making

32. Managing Stress (cont.) • Organizational Approaches: (cont.) • Increasing formal organizational communication with employees reduces uncertainty by lessening role ambiguity and role conflict • The sabbaticals—ranging in length froma few weeks to several months—allow employees to travel, relax, or pursue personal projects that consume time beyond normal vacations

33. Managing Stress (cont.) • Organizational Approaches: (cont.) • The wellness programs. These typically provide workshops to help people quit smoking, control alcohol use, lose weight, eat better, and develop a regular exercise program; they focus on the employee’s total physical and mental condition

34. Thank You !