2001 Wadsworth a division of Thomson Learning Inc

© 2001 Wadsworth, a division of Thomson Learning, Inc Managing Change 1

© 2001 Wadsworth, a division of Thomson Learning, Inc Sacred-Cow Hunts • The Paper Cow • The Time Cow • The Meeting Cow • The Cash Cow 2

© 2001 Wadsworth, a division of Thomson Learning, Inc Stages of Change Carnall (1990) • • • Denial Defense Discarding Adaptation Internalization 3

© 2001 Wadsworth, a division of Thomson Learning, Inc Employee Acceptance of Change The Reason Behind the Change • Legitimate – financial reasons – external mandates – productivity improvement • Whim • Everybody else is doing it 4

© 2001 Wadsworth, a division of Thomson Learning, Inc Employee Acceptance of Change The Person Making the Change • Popularity • Degree of respect • History of successful change 5

© 2001 Wadsworth, a division of Thomson Learning, Inc Employee Acceptance of Change The Person Being Changed • • • Change agents Change analysts Receptive changers Reluctant changers Change resisters 6

© 2001 Wadsworth, a division of Thomson Learning, Inc Implementing Change • Creating an atmosphere for change • Communicating details – training is needed – two-way communication – honesty is essential • Time frame • Training needs 7

© 2001 Wadsworth, a division of Thomson Learning, Inc Organizational Culture Steps to Changing Culture • Assessing the new culture • Creating dissatisfaction with existing culture • Maintaining the new culture • Selecting new employees 8

© 2001 Wadsworth, a division of Thomson Learning, Inc Organizational Culture Assessing the New Culture • Needs assessment • Determining executive direction • Implementation considerations • Evaluation of the new culture • Creating dissatisfaction with the existing culture 9

© 2001 Wadsworth, a division of Thomson Learning, Inc Organizational Culture Maintaining the New Culture • Select new employees who are consistent with the new culture • Create a socialization process where new employees will learn about the new culture • Reward behaviors consistent with the new culture 10

© 2001 Wadsworth, a division of Thomson Learning, Inc Coping with Change • Speed up • Take the initiative • Spend energy on solutions 11

© 2001 Wadsworth, a division of Thomson Learning, Inc Empowerment 12

© 2001 Wadsworth, a division of Thomson Learning, Inc Factors in Making the Decision to Empower • Importance of decision • Probability of decision quality acceptance • Leader knowledge of • Subordinate trust and problem area motivation • Problem structure • Probability of subordinate conflict • Importance of decision acceptance 13

© 2001 Wadsworth, a division of Thomson Learning, Inc Decision-Making Strategies Using the Vroom-Yetton Model • • • Autocratic II Consultative II Group I 14

© 2001 Wadsworth, a division of Thomson Learning, Inc 15

© 2001 Wadsworth, a division of Thomson Learning, Inc Levels of Employee Input • Absolute – Sole responsibility for making decisions • Shared/Participative/Team – has an equal vote with management or other employees – Reaches decisions through group consensus or voting • Advisory – Makes recommendations – Suggests new ideas – Provides input • Ownership of Own Output – Employees are responsible for their own quality control – Control is only at the individual level • Following – Work is closely checked by others – Employee is closely supervised 16

© 2001 Wadsworth, a division of Thomson Learning, Inc Empowerment Charts 17

© 2001 Wadsworth, a division of Thomson Learning, Inc Consequences to Empowerment • Personal – Increased job satisfaction for most – Stress • decreased stress due to greater control • increased stress due to greater responsibility • Financial – Bonuses – Pay increases • Career – – Increased job security Promotions Increased marketability Increased chance of being terminated 18

© 2001 Wadsworth, a division of Thomson Learning, Inc Teams 19

© 2001 Wadsworth, a division of Thomson Learning, Inc What is a Team? Donnellon (1996) • • • Identification Interdependence Power differentiation Social distance Conflict management tactics • Negotiation process 20

© 2001 Wadsworth, a division of Thomson Learning, Inc How Teams Develop • • Forming Stage Storming Stage Norming Stage Performing Stage 21

© 2001 Wadsworth, a division of Thomson Learning, Inc Why Teams Don’t Always Work • • • The team is not a team Excessive meeting requirements Lack of empowerment Lack of skill Distrust to the team process Unclear objectives 22