Change: A Constant in an Inconstant World ECFC CHAPTER 4 7/3/2001 Change: A Constant in an Inconstant World

ECFC CHAPTER 4 7/3/2001 Objectives Describe significant factors that are changing in today’s workplace. Identify who usually recommends and implements organizational changes. Explain several effective methods of planning and implementing change. Understand common reasons for resistance to change and how to overcome that resistance.

ECFC CHAPTER 4 7/3/2001 Objectives Describe the leader’s role in facilitating change including coaching and counseling techniques. Discuss the need for Employee Assistance Programs in change processes.

Forces Changing the Workplace The economy and globalization Science and technological advancements Transportation Workforce diversity Management styles and organization structures Knowledge and technical skills required for work success

Who Changes Organizations? Most change is planned by: Professional planners Outside consultants Special task forces Top executives

Methods of Change Unilateral method—Supervisors dictate the change; employees have little or no input. Participative method—Employee groups are used in the decision-making process before the change, and then work with supervisors to implement. Delegated method—Employees are given the responsibility and authority to diagnose, analyze, and implement the change.

Methods of Planning for Change Strategic planning Organizational development Job redesign Reengineering Force field analysis

Strategic Planning Strategic Planning is… Setting organizational goals. Defining strategies and policies to achieve them. Developing detailed plans to ensure that the strategies are implemented. Taking into account the unique character of the organization.

The Strategic Planning Process Consider external and internal interests and how they will be affected by a change. Design a master strategy. Clearly define goals, purposes, policies. Set short-, mid-, and long-range plans. Implement the change. Review and evaluate each phase for maximum efficiency.

Organizational Development (OD) Organizational Development is A planned change process for meeting organizational needs through a high degree of employee participation and management involvement. A holistic approach involving the entire organization—people, structures, culture, policies, procedures, purpose.

Organizational Development Methods Total Quality Management (TQM) Involving employees in continuous quality improvement to keep the organization on the cutting edge Benchmarking Comparing the company’s practices to other divisions and outside competitors to streamline processes and improve practices Change Agent Diagnoses problems, provides feedback, develops strategies, makes recommendations

Actions of a Change Agent Be open and honest about why the change is happening. Encourage participation and solicit feelings. Allow negative comments but not negative actions. Explain benefits or change. Involve others in initiation/implementation phases. Acknowledge loss of the old method.

Redesign & Reengineering Job Redesign Job enrichment Job enlargement Job rotation Reengineering Takes redesign to the next level The fundamental rethinking and redesign of processes for dramatic improvements in cost, quality, service, and speed

Force Field Analysis Force field analysis Is a technique used to analyze the complexities of a change and identify the forces that must be altered. Views any situation in which change is to be made as a dynamic balance of forces working in opposite directions. Forces may include people, tasks, technology, or organizational structure.

Resistance to Change Fear of the unknown Fear of power loss Fear of economic loss Conflict of interest

Dealing with Change Remember that change is inevitable and fear of change is normal. Analyze the reasons for resisting change. Search for positives. Seek assistance if you have difficulty adjusting. Learn how to learn to keep abilities fresh and desirable in the job market.

Steps in the Change Process Conduct present state assessment. Conduce future state assessment. Generate alternatives. Select one alternative. Implement the change. Evaluate the change. Modify the change.

Facilitating Changes Discuss the change. Invite participation. Be open and honest. Accent the positives. Do not downgrade past methods. Follow up on the process. Allow time for adjustments.

Stages in Acceptance of Change Recognition—Recognize the need for the change. Choice—Decide the change is beneficial and act to make it happen. Plan—Think through the change process to develop a specific approach. Support—Seek the understanding and assistance of others to help implement the plan.

Coaching Coaching is a technique in which a skilled and experienced employee develops or trains a junior employee with lesser skills and abilities. A coach Helps identify career paths. Helps define career goals and objectives. Explains the organization’s culture and norms. Shares expertise for skills development. Gives immediate and ongoing feedback. Mentoring is a popular form of coaching.

Counseling Counseling is used to assist employees with personal or work-related problems affecting performance on the job. Employee problems can result in Unacceptable quality and quantity of work. Absenteeism. Low morale. Costs to the company. A counselor may be a supervisor or a trained professional capable of dealing with a wide variety or employee problems.

Types of Counseling Directive—Counselor listens to the individual’s problem and advises what needs to be done. Nondirective—Uses reflective listening and requires more participation from the individual. Cooperative—A mutual problem-solving effort in which counselor and individual work together to explore and solve issues.

Employee Assistance Programs (EAPs) Formal, confidential programs designed to aid employees with personal problems that affect job performance and/or disrupt their lives: Substance abuse Serious depression or overwhelming stress Family tensions Psychological problems Financial troubles Difficulty balancing work and personal life demands Difficulty adjusting to foreign surroundings

Key Terms Unilateral method Change agent Participative method Delegated method Strategic planning Organizational development Total quality management Change agent Benchmarking Job redesign Reengineering Job enrichment Job enlargement Job rotation

Key Terms Force field analysis Directive counseling Coaching Mentoring Mentor Counseling Counselor Directive counseling Nondirective counseling Cooperative counseling Employee assistance program