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Ch 12 Organizational change and Development (Organizational Change (Why…
Ch 12 Organizational change and Development
Multicultural Organizations
A culture with core values that respect diversity and support multiculturalism.
Multicultural organizations and performance
Diversity issues and organizational cultures
Organizational subcultures
groups of people who share similar beliefs and values based on their work or personal characteristics.
Ethnocentrism is the belief that one’s subculture is superior to all others
Multiculturalism
involves inclusiveness, pluralism, and respect for diversity
Characteristics
Structural integration
Informal network integration
Pluralism
Absence of prejudice and discrimination
Minimum intergroup conflict
Common subcultures
Gender and generations
Ethnicity or national cultures
Occupations and functions
Diversity
Diversity basically means the presence of differences.
Diversity alone does not guarantee positive performance impact
Diversity must be included in training and human resource practices
Positive impact results when diversity is embedded in the organizational culture
Challenges faced by minorities and women
Leaking pipeline problem
Harassment and discrimination
Glass ceiling - barriers to women and minority cultures in traditional organizations
Organizational Cultures
System of shared beliefs and values that guides behavior in organizations
Four common organizational culture
Enterprising cultures emphasize creativity and competition
Hierarchical cultures emphasize tradition and clear roles;
Social cultures emphasize collaboration and trust
Dependable cultures emphasize process and slow change;
Value-based management
Describes managers who actively help to develop, communicate, and enact shared values
The observable culture
What one sees and hears when walking around an organization
Legends and stories
Metaphors and symbols
Ceremonies, rites and rituals
Heroes
Values and the core culture
consists of the core values, or underlying assumptions and beliefs that shape and guide people’s behaviors in an organization. Core values are beliefs and values shared by organization members
Understanding organizational culture
Workplace spirituality
Creates meaning and shared community among organizational members
best organizations have positive cultures that:
Are customer driven
Are performance-oriented
Respect members
Encourage positive work behaviors
Discourage dysfunctional behaviors
Organizational Change
Models of change leadership
Incremental and transformational change
Change strategies
Phases of planned change
Resistance to change
Change Leader
A change agent who takes leadership initiative for changing the existing pattern of behavior of another person or social system
Incremental and transformational change
Transformational change
Results in a major and comprehensive redirection of the organization
Incremental change
Bends and adjusts existing ways to improve performance
Improvisational Change
Making continual adjustments as changes are being implemented
Bottom-up change
The initiatives for change come from any and all parts of the organization, not just top management
Made possible by:
Employee empowerment
Employee participation
Employee involvement
Crucial for organizational innovation
Top-down change
Change initiatives come from senior management
Success depends on support of middle-level and lower-level workers
Phases of planned change
Changing
which something new takes place in the system, and change is actually implemented
Refreezing
stabilizing the change and creating the conditions for its long-term continuity
Unfreezing
a situation is prepared for change and felt needs for change are developed
Strategy of change
Force-coercion strategy of change
Direct forcing and political maneuvering
Uses power bases of legitimacy, rewards and punishments to induce change
Produces limited and temporary results
Most useful in the unfreezing phase
Relies on belief that people are motivated by self-interest
Rational persuasion strategy of change
Relies on belief that reason guides people’s decisions and actions
Useful in the unfreezing and refreezing phases
Relies on expert power
Produces longer-lasting and internalized change
Bringing about change through persuasion backed by special knowledge, empirical data, and rational argument
Shared power strategy of change
Engages people in a collaborative process of identifying values, assumptions, and goals from which support for change will naturally emerge
Involves others in examining sociocultural factors related to the issue at hand
Time consuming but likely to yield high commitment
Relies on referent power and strong interpersonal skills in team situations
Relies on belief that people respond to sociocultural norms and expectations of others
Why people resist change:
Loss of confidence
Loss of control
Disrupted habits
Poor timing
Fear of the unknown
Work overload
Lack of purpose
Loss of face
Checklist for dealing with resistance
compatibility – keep change similar to existing values/processes
simplicity – make it as easy as possible to understand
benefits – those involved see a clear advantage
triability – allow people to slowly try the change adjusting as progression is made
Methods for dealing with resistance
Facilitation and support
Negotiation and agreement
Participation and involvement
Manipulation and co-optation
Education and communication
Explicit and implicit coercion
Chapter 12