Mgt304 Org Change

• Change or disappear- things are changing quickly
• Univ. Embraces dean change

• Nature of Workforce
• Technology
• Economic Shocks- Retail, Newspapers (Elec)
• Competition- Changes because they others make strides
• Social and Political Trends
• World Politics- currencies
• Environmental Concerns
• Corp Social Responsibility (ethics)

• Numerous
• HR Problems- Employees leaving- New CEO
• Managerial Behavior/Decisions
• Financial
• Quality
• Productivity
• Customer Satisfaction

• Increasing Diversity
• Dual Career Families
• Increase in Contingency Workforce (Consultants, Part time, outsourced)
• Less Unionization (<7% in FL)
• Values and Expectation Changing (Work-Life Balance)
• Increased Interorganizational and International Mobility

Planned or uplanned transformations in a structure....

• International Phenomenon
• International Expansion
• Reduction in Employment
• Mergers, divestitures, acquisitions
• Major restructuring

Change which is more continuous in nature and doesn't involves no major shift in how the organization operates

Radical change; major shifts involving many different levels of the organization and aspects of business.

• -Improved Organizational Adaptability
• -Increased Customer Satisfaction
• -Profitability
• -Technology
• -Adapt to high pace, high tech environment

• -Change Patterns of Employee Behavior
• -Increase
• Employee Motivation
• -Increase
• Productivity

• Economic insecurity
• Fear of the unknown
• Threats to Social Change (Relationships you like)
• Habit- "We do things this way"
• Failure to Recognize Change
• Demographic Background (from a changing Co.- they arent afraid of change)
• "Me" Issues- how will it affect me (Pay, manager)
• Individual Inertia- Laziness torwards change
• Climate of Mistrust
• Personality conflicts

• Bureaucracy
• Structual Inertia (Report to too many levels)
• Work Group Inertia
• Threats to Existing Balance of Power
• Preciously Unsuccesful Change Efforts
• Composition of Board of Directors (Open-minded?)
• Technical knowledge (Stuck w Technology)

• Fear of Failure
• Peer Pressure
• Poor Timing
• Non-reinforcing Reward System
• Overdetermination
• Narrow Focus of Change
• Resource Allocation (Want to but don't have the dough)

Shape Political Dynamic (Get people on your side- collaboration- get them to think its their idea)

20-50-30 Rule- Generally 20% embrace change 50% sit on fence and 30% are against it.. Focus on 50

Rationale- Explain rational-e what and why

Opening Moves- Bold Especially if big change

Aiming Point-

Expect Problems- If you expect to have them you'll be better off facing them

Participation- from the top down

Communication* Well and often using different types of comm techniques to get the point accross

Tracking Behavior- of individuals for quality change

Timing- Time it really well

Stress- reduced by change

Support and Commitment- Upper managers gung-ho

Rewards- with change

Trainining and Education

• NOT BEST:
• Negotiation
• Manipulation and Cooperation
• Coercion

Learn about competition before planning and implementing change

• -Long-term plan outlining actions needed
• to achieve planned results.

• -The process of formulating, implementing
• and evaluating decisions that enable an organization to obtain its objectives.

Org that has continuous capacity to adapt and change through learing