Management part 4

• Organizational change:

  1. defined as any substantive modification to an aspect of an organization that includes examples like workforce, technology, and structure
  2. Knowing there's a rapidly changing environment helps organizations adapting to perform effectively
• Types of change: Scope

  1. Transformational change: Occurs when an organization changes its strategic direction
  2. Incremental change: Change that take place over time
  3. Organizational change: Any substantive modification to some aspect of an organization
• Types of change: Intentionality

  1. Planned change: Designed and implemented in an orderly or timely fashion. Generally a direct response to recognition of a performance gap
  2. Unplanned: Involves making necessary changes when unexpected events happened
• Source

  1. innovation: The development and implementation of new ideas and practices
  2. Imitation: Involves the replication of existing ideas coming within or outside of the organization
• Organizational development: The process of planned change that draws on behavior science to systematically improve and renew the personal, social, and structural components of organization
• Organizational development change process:

  1. Recognize need
  2. Unfreeze
  3. Change
  4. Refreeze
• The great game of business:

  1. everyone in the organization should understand financial statements
  2. Open book management: approach to management where leaders openly talk about the financial condition of the organization
• Unfreeze:

  1. Helping people understand the need for change by providing information that reduces uncertainty
  2. Create a sense of openness and willingness to change
  3. Convincing employees there is a need for change
• How to convince employees that there is a need to unfreeze:

  1. Communicate the threat through rational persuasion
  2. Present the opportunity by consultation and inspiring vision
• Reasons why people resist change:

  1. broken promises
  2. Threat to identity
  3. Uncertain plans
  4. Cultural differences
• How to reduce resistance

  1. Listen and respect employee concerns
  2. Demonstrate concern for long term wellbeing
  3. Allow the employees to participate when possible
• What change is:

  1. ideas put into practice
  2. Change can become a tangible reality
  3. Interventions are planned activities targeting specific outcomes such as improving individual, group, or organizational performance or wellbeing
• Change agents and idea champions:

  1. someone who acts as a catalyst and takes leadership and responsibility for managing part of the change process. Leads from the top
  2. Idea champions: A person who actively and enthusiastically supports new ideas. Leads from the middle or bottom
• Target areas for change

  1. technology
  2. Structures: Standardization, centralization, specialization, departmentalization
  3. Physical setting: Where people work
  4. People: Individuals, teams, overall culture
• Factors influencing commitment to change:

  1. commitment influences individual behavior and performance of task that are critical for change
  2. Includes confidence in leaders promoting change, confidence in their own ability, and attitude towards change
• What should leaders to address member commitment:

  1. Lead by example, demonstrate credibility, be prepared
  2. Clarify expectations, provide training, plan for early success
  3. Communicate benefits, link to extrinsic rewards promote positive attitudes
• Refreeze:

  1. reinforcing and institutionalizing the changes made
  2. Cause the change to be second nature
  3. Embed the change in everyday actions and thoughts
• Slushing and re-slushing

  1. Slushing: assumes a change may not work uniformly well throughout an organization.
  2. Re-slushing: Facilitates ongoing experimentation and additional changes
• Four primary types of motivational systems:

  1. job design
  2. Performance management
  3. Training and development
  4. Mission and vision
• Designing a job:

  1. Job analysis: an investigative process of gathering and interpreting information about a job and its required KSAOs
  2. Methods include job analyst or manager observation, performing the actual job, interview or survey a subject matter expert (SME), and team approach
• Creating a job description: Include duties performed, knowledge, skills, credential, prior experience, physical abilities
• Job characteristics and results:

  1. Skill variety, task identity, and task significance result in meaningful work
  2. Autonomy: Results in responsibility
  3. Feedback: Results in knowledge of results
• Benefits of improving a job:

  1. Redesigning job characteristics increases motivation
  2. Expanding the variety of skill increases meaningfulness
  3. Allowing more freedom and responsibility in work increases autonomy
  4. Providing information about quality or quantity of work increases feedback
• Performance management:

  1. ensures employee's activities and outputs are aligned with organizational goals
  2. Performance appraisal: The process of specifying what performance is expected of an employee and then providing feedback.
• Types of performance appraisal:

  1. Administrative appraisals: Used to justify pay and promotion decisions
  2. Development appraisals: Provide feedback on progress towards expectations and identify areas for improvement
  3. 360 appraisals: Input from supervisors, coworkers, subordinate, and customers. Advantages include more information and a reduction of bias. Disadvantages include the possibility of coercion
• Four techniques of reinforcement theory:

  1. positive reinforcement: rewarding a pleasant consequence following a desire behavior
  2. Negative reinforcement: Removal of an unpleasant consequence following a desired behavior. also called avoidance learning
  3. Punishment: Decreases frequency or eliminate undesirable behavior with unpleasant consequences
  4. Extinction: The absence of enforcement following a behavior
• Compensation and benefits:

  1. compensation: Monetary payments like wages, salaries, and bonuses
  2. Benefits: A subset of compensation typically not directly contingent on performance
• Training opportunities to improve motivation

  1. training: learning activities to improve skills or performance
  2. On the job training: A more experience shows a new member how to do the job. can be the fastest and most effective form of training
  3. Cross training
  4. Job rotation: doing one job for a time and then another to learn the role of an organization
• Developing opportunities to improve motivation

  1. learning activities resulting in broader growth beyond the scope of a current job
  2. prepares for future positions and increases leadership and career development
• Mission and vision statement:

  1. mission statement: identifies the fundamental purpose of the organization
  2. Vision statement: Describes what the organization is striving to achieve and provide guidance to organizational members about what the organization wants to achieve