组织行为学课件Organisational Change

CRICOSProviderNumber00025BMGTS7601Seminar10:OrganisationalChangeCRICOSProviderNumber00025BToday’sSeminar…2Part1–OrganisationalChangeEmployeeresistancetochangeWhyemployeesresistchange?ThenatureofchangeManagingemployees’reactionstochange,i.e.Lewin’sforcefieldanalysismodelPart2–ParticipationinResearchActivityCRICOSProviderNumber00025BEmployeeResistancetoChange3OrganisationsonlychangetotheextentthatemployeesaltertheirbehavioursinintendedmannersResistancecanbeovertandimmediate-E.g.,complaints,strikethreats,workslowdown-EasiertobedetectedResistancecanbeimplicitanddeferred-E.g.,lossofmotivation,lowerlevelsofcommitment-NoteasilyrecognisedCRICOSProviderNumber00025B4EmployeeResistancetoChangeReadinessforChange:Abeliefthattheorganisationcanimplementachangesuccessfully,thechangeisneeded,andthechangeisbeneficialCynicismaboutChange:Apessimisticviewpointaboutthesuccessofthechange,anddoubtaboutthecompetenceofthoseresponsibleforitandtheirunderlyingmotivesReadinessforChangeCynicismaboutChangeResistancetoChange(lower)(higher)CRICOSProviderNumber00025BWhyEmployeesResistChange?5-Extraversion-EmotionalStability-OpennesstoExperience-InternalLocusofControl-Agreeableness-Conscientiousness-ExternalLocusofControl-AgreeablenessResistancetoChange(Lower)(Higher)CRICOSProviderNumber00025B6CompanyBissoontobeacquiredbyCompanyA,discusswhytheresistancetochangeofemployeesinCompanyBmaybeprovokedDiscussionCRICOSProviderNumber00025BNatureofChange7Changecanbedescribedintermsoftheirspeedandmagnitude-SmoothChange:Slowandsmall,e.g.minorchangestocertainprocedures-BumpyChange:Fastandsmall,e.g.temporarysalaryreductionsinresponsetothepressurefromtheexternalenvironment-PlannedChange:Slowandlarge,e.g.organisationallearning-BigBangChange:Fastandlarge,e.g.therelevanceofchangingbusinessstrategiestoremaincompetitiveintheindustryCRICOSProviderNumber00025BManagingEmployees’ReactionstoChange8Lewin’sThree-StepModelofChange(orForceFieldAnalysis):Step1:UnfreezingtheStatusQuo-StatusQuo–Thefeelingofbeingcomfortablewithcurrentconditions-Thestepprimarilyinvolvesloweringresistancetochangeandgroupnormconformitybygettingemployeestorecognisetherelevanceofachange-Atwhichstageofchange?BeforechangeistakingplaceCRICOSProviderNumber00025BManagingEmployees’ReactionstoChange9Lewin’sThree-StepModelofChange(orForceFieldAnalysis):Step2:MovementtoaDesiredEndState-Thestepprimarilyinvolvesreinforcingnewattitudesandbehavioursthatarerelevantforthechange-Atwhichstageofchange?WhenchangeisoccurringStep3:RefreezingtheNewChangetoMakeitPermanent-Thestepprimarilyinvolvessustainingthenewchangeovertime-Atwhichstageofchange?AfterchangehasbeenimplementedCRICOSProviderNumber00025BManagingEmployees’ReactionstoChange10Lewin’sThree-StepModelofChange(orForceFieldAnalysis):StatusQuoDesiredStateRestrainingForcesRestrainingForcesDecreasedCRICOSProviderNumber00025BManagingEmployees’ReactionstoChange11Lewin’sThree-StepModelofChange(orForceFieldAnalysis):StatusQuoDesiredStateDrivingForcesDrivingForcesIncreasedCRICOSProviderNumber00025BManagingEmployees’ReactionstoChange12Step1:UnfreezingtheStatusQuo–Decreasingrestrainingforces-Readinessforchange:Abeliefthatthechangeisneeded,thechangeisbeneficial,andtheorganisationcanimplementitsuccessfullyQ1:Whatcanorganisationsdotomakeemployeesbecomereadyforchange?CommunicationisthekeyIntheabsenceofadequateinformation,employeesmayformdistrusttowardsmanagementpeoplewhoarebehindchangedecisionsCRICOSProviderNumber00025BManagingEmployees’ReactionstoChange13Step1:UnfreezingtheStatusQuo–Decreasingrestrainingforces-Readinessforchange:Abeliefthatthechangeisneeded,thechangeisbeneficial,andtheorganisationcanimplementitsuccessfullyQ2:Whoshouldbetheoneprovidinginformation?LinemanagersastheyworkcloselywithemployeesFosteringtwo-waycommunicationcanreduceemployees’cynicismaboutchangeWhoelse?CRICOSProviderNumber00025BManagingEmployees’ReactionstoChange14Step1:UnfreezingtheStatusQuo–Decreasingrestrainingforces-Readinessforchange:Abeliefthatthechangeisneeded,thechangeisbeneficial,andtheorganisationcanimplementitsuccessfullyQ3:Whenshouldtheinformationbeprovided?Routinenoticeofwhatishappeningandwhyitishappeningcanhelpequipemployees,e.g.regularmeetingthatdiscussinfluencesoutsidetheorganisationandcommunicatethenecessityforbeingproactiveCRICOSProviderNumber00025BManagingEmployees’ReactionstoChange15Step1:UnfreezingtheStatusQuo–Decreasingrestrainingforces-Readinessforchange:Abeliefthatthechangeisneeded,thechangeisbeneficial,andtheorganisationcanimplementitsuccessfullyQ4:Howelsecanorganisationskeepemployeesmoreinformed?-Employeeinvolvement,e.g.involvementinthedecisionmakingprocessEmployeesaremoreawareofwhatishappeningEmployeesaremorecommittedtomakeachangeEmployeesarelesslikelytoacceptanautocraticdecisionduetoalackofunderstandingofthedecisionmadeCRICOSProviderNumber00025BManagingEmployees’ReactionstoChange16Step1:UnfreezingtheStatusQuo–Decreasingrestrainingforces-Readinessforchange:Abeliefthatthechangeisneeded,thechangeisbeneficial,andtheorganisationcanimplementitsuccessfullyQ5:Towhatexten