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Bus 302: Ch 7

QuestionAnswer
The Change Model see diagram
Types of Change Anticipatory, Reactive, Crisis
Types of Change: Anticipatory anticipate environmental shifts and make changes through a process of continuous learning…..not easy when performance is good and no real indicators of trouble ahead. Convincing people of need for change in problem….This change is done at a slow pace
Types of Change: Reactive performance suffers, but change moves faster as people see the reason for change
Types of Change: Crisis problems are clear to everyone…get rapid change
Phases of Change 1) Appraising the Readiness for Change 2) Initiating Change and Adopting the New Behavior 3) Reinforcing Change ** See diagrams for each of these phases
Phase 1: Visibility of the Need for Change may meet resistance “if it ain’t broke, don’t fix it.” EE will not partake in change if they don’t see the need…more visible the need for change, the faster it will happen
Phase 1:Management style EE may be used to a management style that is different from the one needed to change…need to adapt to cultures and given them the guidance they need to go along with change (ex: USA needs participatory while Asia needs authoritarian)
Phase 1:History of Change process if something went bad in past, EE might be resistant
Phase 1:Timing if resources are already stretched to limit, does not make sense to change right then
Phase 1:Top Management Support and Commitment EE evaluate the sincerity of change efforts by looking at top management….top management support alone will not elicit change, but the lack of it will hurt it
Phase 1:Change Agent appraisal Have power to implement change…..knowledge, skills and abilities of change agent
Phase 1: Target group identification EE who are going to make the change and anyone else affected (unions, suppliers, consumers, etc)
Phase 1: Things to Consider Visibility of the need for change, management style, history of change process, timing, top management support and commitment, change agent appraisal, target group identification
Phase 2: Things to Do selection and training, devise and communicate road map, establish need for change, demonstrate past behavior as costly, obtain commitment, maintain participation
Phase 2: Selection and Training need people that are going to be able to perform the new behaviors.
Phase 2: Devise and communicate a road map devise map for participants to see what they need to do to achieve goals…also lists goals of change process
Phase 2: Establish the need for change ensure top management support (can get resources, direction, signals importance of change and remove obstacles)
Phase 2: Demonstrate the past behavior has been costly and cannot continue convince groups that learning new behaviors will lead to benefits for the company
Phase 2: Obtain Commitment after convincing, need to make sure people are on board
Phase 2: Maintain participation in the change effort need to keep EE involved but also need to take suggests/concerns (meetings, suggestion boxes, etc.)
Phase 2: Adopting New Behaviors (what need to do) 1) continuous management of resistance: eliminate reasons for resisting 2)Transition devices: smooth ups and downs 3) Ongoing, open, and honest communication about progress
Phase 2: Adopting New Behaviors: continuous management of resistance (things to look out for) poor communication lack of trust (in managers) failure to establish the need for change self interest (do costs and benefits serve individual) low tolerance for change
Phase 2: Adopting New Behaviors: transition devices Facilitators: mediators in negotiations among managers, change agents and target groups…deal with individual EE and educate the EE more about change Task forces: deal with unforeseen obstacles Allocation of resources: EE need resources to enact change
Phase 2: Adopting New Behaviors: Ongoing, open, and honest communication about progress (things to do) a) showcasing short-term wins: even small ones will reduce uncertainty… b) not declaring victory too soon
Phase 3: Things to do A) Rewarding new behaviors: what you told target group needed changing actually needs to change B) Realignment of the organizational alignment model C) benchmark new behaviors D) The change-ready organization
Elements of organizational alignment model for change-ready organizations A) People: change-ready organizations require change-ready people B) Tasks: core tasks are more fluid that traditional organizations C) Seek involvement D) Organization
Elements of organizational alignment model for change-ready organizations: People 1) motivation: motivation to embrace change 2) knowledge, skills and abilities: able to assume numerous roles (evangelists, autocrats, architects, educators)
evangelists share ideas and create conditions for EE involvement…Ghosn…pg 248
autocrats translate good ideas into action
architects embed change into systems by realigning the organization
educators implant organizational change into fabric of org
Elements of organizational alignment model for change-ready organizations: Tasks 1) stay in touch with environment 2) share and acquire information 3) seek involvement
Elements of organizational alignment model for change-ready organizations: Seek involvement continuously develop knowledge and skills
Elements of organizational alignment model for change-ready organizations: Organization 1) structures: big companies break up into smaller groups push accountability down the line 2) systems: need to connect employees to allow the flow of information to be quick and efficient 3) reward systems: person-based pay instead of job-based pay
Created by: mbarnum3
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