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

2. 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.

3. 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.

4. 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

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

6. 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.

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

8. 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.

9. 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.

10. 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.

11. 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

12. 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.

13. 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

14. 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.

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

16. 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.

17. 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.

18. 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.

19. 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.

20. 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.

21. 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.

22. 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.

23. 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

24. 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

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