Bài giảng Organisational behaviour - Chapter 17 Organisational change and development

Organisational change and developmentChapter learning objectivesIdentify four forces for change in the business environment.Describe the elements of Lewin’s force field analysis model.Outline six reasons why people resist organisational change. Discuss six strategies to minimise resistance to change.Outline the role of change agents.Define organisation development.Discuss three things consultants need to determine in a client relationship.Explain how appreciative inquiry differs from the more traditional approach to organisation development.Discuss four ethical issues in organisation development.2 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneCourtesy of CentrelinkOrganisational change at CentrelinkCentrelink is transforming several government departments into a centre of excellence for customer service through feedback measures and special training for employees.3 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneSome external forces for changeInformationtechnologyGlobalisation& competitionDemographyEasier information transferFacilitates global structuresRequires new competencies and expectationsFacilitates telecommuting; new employment relationships More emphasis on knowledge management4 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneSome external forces for changeInformationtechnologyGlobalisation& competitionDemographyGlobal competitionTechnology makes it easier to compete quicklyResults in restructuring, outsourcing, mergers produces many employment changes 5 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneSome external forces for changeInformationtechnologyGlobalisation& competitionDemographyMore educated workforcewant more involvement; interesting workYounger generationless intimidated by statuswant a more balanced work lifeCultural changesmore individualism in traditionally collectivist countries6 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneDesiredconditionsCurrentconditionsBeforechangeAfterchangeDrivingforcesRestrainingforcesForce field analysisDuringchangeDrivingforcesRestrainingforcesDrivingforcesRestrainingforces7 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneResistance to change at BP NorgeEmployees initially resisted self-directed work teams (SDWTs) at BP Norge’s North Sea drilling rigs.‘We already have teams!’‘SDWTs don’t work on rigs!’‘This creates more work  we want higher pay!’‘I don’t know how to work in teams.’‘SDWTs will threaten my job as a supervisor!’© AP/ Wide World8 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneForces forchangeResistance to changeDirect costsSaving faceFear of the unknownBreaking routinesIncongruent systemsIncongruent team dynamics9 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneCreating an urgency for changeNeed to motivate employees to changeMost difficult when organisation is doing well Must be real, not contrivedCustomer-driven changeadverse consequences for firmhuman element energises employees10 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneReducing restraining forces at UnileverGary Calveley (right) brought in team coaches to train employees throughout the process of changing Unilever’s Elida Faberge factory into Europe’s best factory. A theatrical production helped to communicate the changes that Calveley was trying to achieve through coaching.© Dean Smith/The Camera Crew11 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneMinimisingresistanceto changeCommunicationTrainingEmployeeinvolvementStressmanagementNegotiationCoercionMinimising resistance to change12 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneRefreezing the desired conditionsCreating organisational systems and team dynamics to reinforce desired changesalter rewards to reinforce new behavioursnew information systems guide new behavioursrecalibrate and introduce feedback systems to focus on new priorities13 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneMary Gordon: change agentMary Gordon is changing Ignite, the Auckland-based architect and interior design firm (formerly ASA Crone) through her leadership and a new strategic vision.© P. Doyle/Sunday Star-Times14 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneStrategic vision and change agentsStrategic vision and changeneed vision of desired future stateminimises employee fear of the unknown clarifies role perceptions Change agentspossess knowledge and power to facilitate the change effortusually internal change championneed to be transformational leaders© P. Doyle/ Sunday Star-Times15 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneConditions for diffusing changeSuccessful pilot studyFavourable publicityTop management supportLabour union involvementDiffusion strategy described wellPilot program people moved around16 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneOrganisation development definedA planned system-wide effort, managed from the top with the assistance of a change agent, which uses behavioural science knowledge to improve organisational effectiveness.17 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneEstablishclient-consultantrelationsDisengageconsultant’sservicesAction research processDiagnoseneed forchangeIntroducechangeEvaluate/stabilisechange18 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneParallel learning structures at ShellShell applied a parallel learning structure to create a more marketing-oriented culture. A cross-section of employees from each country formed teams to develop ways to improve sales in their country. © John Thoeming19 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneOrganisationParallel learning structureParallel learning structures20 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneWhat is appreciative inquiry?Directs the group’s attention away from its own problems and focuses participants on the group’s potential and positive elementsReframes relationships around the positive rather than being problem oriented21 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneDiscoveryDiscovering the best of ‘what is’DreamingForming ideas about ‘what might be’DesigningEngaging in dialogue about ‘what should be’DeliveringDeveloping objectives about ‘what will be’Appreciative inquiry process22 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneOrganisation development concerns Cross-cultural concernslinear and open conflict assumptions different from values in some culturesEthical concernsmanagement poweremployee privacy rightsemployee self-esteemconsultant’s role23 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneOverview of the next chapterTypes of psychological contractTrends in employability and casual workStages of organisational socialisationHolland’s theory of occupational choiceLateral and boundaryless career developmentStrategies to assist personal career development24 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneOrganisational change and development