Management & Organization Behavior class Three different Discussions
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IPPTChap018.pptxCreating and Leading Change
Chapter Eighteen
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Learning Objectives
LO 1 Discuss what it takes to be world class
LO 2 Describe how to manage and lead change successfully
LO 3 Describe strategies for creating a successful future
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Becoming World Class
Being world class requires applying the best and latest knowledge and ideas and having the ability to operate at the highest standards of any place anywhere
World-class companies create high-value products and earn superior profits over the long run
The result is an organization capable of competing successfully on a global basis
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Sustainable, Great Features
Great companies
Have strong core values
Are driven by goals
Change continuously
Focus on beating themselves, not on beating the competition
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Core Ideologies in Built-to-Last Companies
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Table 18.1
Core Ideologies in Built-to-Last Companies
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Table 18.1
The Tyranny of the Or
Tyranny of the or
The belief that things must be either A or B and cannot be both; that only one goal and not another can be attained
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The Tyranny of the Or
Examples
You must choose either change or stability
Be conservative or bold
Have control and consistency or creative freedom
Do well in the short term or invest for the future
Plan methodically or be opportunistic
Create shareholder wealth or do good for the world
Be pragmatic or idealistic
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The Genius of the And
Genius of the and; organizational ambidexterity
Ability to achieve multiple objectives simultaneously.
Examples
Purpose beyond profit and pragmatic pursuit of profit
Relatively fixed core values and vigorous change and movement
Clear vision and direction and experimentation
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Achieving Sustained Greatness
Strategy
focused on customers, continually fine-tuned based on marketplace changes, and clearly communicated to employees.
Execution
good people, with decision-making authority on the front lines, doing quality work and cutting costs.
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Achieving Sustained Greatness
Culture
one that motivates, empowers people to innovate, rewards people appropriately, entails strong values, challenges people, and provides a satisfying work environment
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Achieving Sustained Greatness
Structure
making the organization easy to work in and easy to work with, characterized by cooperation and the exchange of information and knowledge throughout the organization
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Organization Development
Organization development (OD)
The system wide application of behavioral science knowledge to develop, improve, and reinforce the strategies, structures, and processes that lead to organizational effectiveness.
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Organization Development
Strategic interventions
helping organizations conduct mergers and acquisitions, change their strategies, and develop alliances
Technostructural interventions
relating to organization structure and design, employee involvement, and work design
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Organization Development
Human resources management interventions
Attracting good people, setting goals, and appraising and rewarding performance
Human process interventions
Conflict resolution, team building, communication, and leadership.
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Managing Change
Shared leadership is crucial to the success of most change efforts—people must be not just supporters of change but also implementers
An essential task is to motivate people fully to keep changing in response to new business challenges
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Question
One reason for an employee’s resistance to change is ___________.
Inertia
Quality
Speed
Service
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The correct answer is a - inertia. See next slide.
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Reasons for Resistance to Change
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Figure 18.1
Motivating People to Change
General reasons for resistance
Inertia
Timing
Surprise
Peer pressure
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Motivating People to Change
Change-specific reasons for resistance
Self-interest
Misunderstanding
Different assessments
Management tactics
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Motivating People to Change
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Figure 18.2
A General Model for Managing Resistance
Unfreezing
Realizing that current practices are inappropriate and that new behavior is necessary
Performance gap
The difference between actual performance and desired performance.
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A General Model for Managing Resistance
Moving
Instituting the change
Refreezing
Strengthening the new behaviors that support the change
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Force-field Analysis
Force-field analysis
An approach to implementing the unfreezing/ moving/refreezing model by identifying the forces that prevent people from changing and those that will drive people toward change
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Methods for Managing Resistance to Change
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Table 18.2
Harmonizing Multiple Changes
Total organization change
Introducing and sustaining multiple policies, practices, and procedures across multiple units and levels.
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Harmonizing Multiple Changes
What is the evidence that the approach really can produce positive results?
Is the approach relevant to your company’s strategies and priorities?
Can you assess the costs and potential benefits?
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Harmonizing Multiple Changes
Does it really help people add value through their work?
Does it help the company focus better on customers and the things they value?
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Leading Change
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Figure 18.3
Sources of Complacency
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Figure 18.4
Shaping the Future
Reactive change
A change effort that occurs under pressure; problem-driven change.
Proactive change
A change effort that is initiated before a performance gap has occurred.
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Creating the Future
Adapters
Companies that take the current industry structure and its evolution as givens, and choose where to compete
Shapers
Companies that try to change the structure of their industries, creating a future competitive landscape of their own design.
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Vast Opportunity
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Figure 18.5
Which Should You and Your Firm Do?
Preserve old advantages or create new advantages?
Lock in old markets or create new markets?
Take the path of greatest familiarity or the path of greatest opportunity?
Be only a benchmarker or a pathbreaker?
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Which Should You and Your Firm Do?
Place priority on short-term financial returns or on making a real, long-term impact?
Do only what seems doable or what is difficult and worthwhile?
Change what is or create what isn’t?
Look to the past or live for the future?
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Learning and Leading
The philosophy of continuous learning helps a company achieve lower cost, higher quality, better service, superior innovation, greater sustainability, and greater speed—and helps one grow and develop on a personal level.
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Learning Cycle: Explore, Discover, Act
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Figure 18.6
Level 5 Hierarchy
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Figure 18.7
A Collaborative, Sustainable Future?
As you lead and learn into the future, you should:
bear in mind the long run, in addition to the immediate demands you must face, and
consider collaboration as a key to sustained success.
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Video: Hollywood Labor Unions
What changes led to the evolution of performers’ unions?
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