ORGANIZATIONAL CHANGE

1. Why is diagnosis so vital in organizational change programs?

The diagnostic of present and potential problems involves the collection of information the reflects the level of organization effectiveness. Data that measure the current state for production, efficiency, satisfaction, adaptive ness, and development must be gathered and analyzed.

2. Explain the concept of organizational intervention and why any particular management or organization change can be considered an intervention.

There are three lines of intervention that the organizational intervention, cultural intervention, and intervention mindset. The most dynamic part of change management is people management that is determined by the ability of organizations to mobilize all of its assets in the change. Intangible assets in the form of concepts, competence, and well established connections within the organization. Those assets reflect not only the habits of a planned program, individual skills, behaviors, and relationships. If this is deeply rooted in an organization, change will take place in a very natural so that low resistance. If the intangible asset is less in the organization, leaders tend to react defensively and not effective. Changes coupled with the crisis are usually viewed as a threat, not as an opportunity. Organization’s greatest asset is human capital. One of the reasons why people resist change is that they do not have the time to engage in change. They can not carry out routine responsibilities, and at the same time they have to run the changes. They feel that to focus their energies on running activity can change their dereliction of responsibilities. In this case, the problem is the management of tasks and participation in change. Management must set the priorities of their work, do not expect people to focus its energy on the change, if they feel neglected responsibilities. Organizational interventions include the development of the organization in the task, the complexity of work, managing people in an organization to support the success of change. Organization serves as a place and a vehicle for the implementation of behavior change, integration, coordination, communication, collaboration, and performance of its members. Organizational interventions to bridge to the current conditions faced and the challenges and opportunities that exist towards better future.Organizational interventions performed through the integration and alignment with strategy changes, business processes, and design the organization so identified organizational capabilities in managing change. Based on these capabilities, the road map of change can be mapped, and the systems, procedures and supporting tools can be developed. All of these are socialized and internalized to all members of the organization. If the votes are ready, the changes implemented by empowering the entire organization’s potential. Implementation should always be monitored and necessary adjustments on an ongoing basis. Then a performance measurement to evaluate the gradual improvement of a sustainable and rewarding form of reward and punishment. Operationally, the key factor of success of an organizational intervention is the responsibility and accountability, commitment and support of the leadership, organizational dynamics, strategy, plan, and timeframe and milestones. Each organizational intervention is always changing behaviors of people within the organization.

3. Might some managers attempt to implement would be appropriate for their organization’s problem?

The managerial response to these questions should be stated in terms of criteria that reflect organizational effectiveness.

4. Why is important for managers to reduce the resistance to change exhibited or covertly practiced by employees?

Measurable outcomes such as production. Efficiency, satisfaction, adaptive ness, and development must be linked to skill, attitudinal, behavioral, and structural changes necessitated by problem identification

5. Evaluate the ethical issue associated with downsizing an organization by reducing its labor force to increase the organization’s long-run chance of survival. What other ethical issues can identify in the practice of organizational development as you understand it thus far?

An evaluation not only enables management to account for its use of resources but also provides feedback. Base on this feedback, corrections can be taken in the implementation phase.

The ideal situations would be to structure the procedure in the manner of an experimental design. That is, the end results should be operationally defined, and measurements should be taken, before and after, both in the organizationally defined, and measurements should be taken before and after both in the organizational undergoing development and in a second organization (the control group).

6. Describe the relationships among the steps of the change model depicted in this chapter and the process of unfreezing new learning freezing. Which steps of the model are related to which elements of the relearning process?

Unfreezing old learning requires people who want to learn new ways to think and act, need more skill in a particular job or more understanding or the problems of other units of the firm.

Movement to new learning requires training, demonstration, and empowerment. Training no managerial employees hasn’t priority among many American corporations, but recent losses of market shares to foreign competitors that invest greater resources in training have encouraged American firms to make training a regular part or their employee’s assignments.

Refreezing the learned behavior occurs through the application of reinforcement and feedback. When people receive encouragement, rewards, supportive information, or acclaim for doing something, they’re more likely to do the same thing in a similar situation.

7. How is appreciative inquiry approach to organizational change from different from a problem solving approach?

His article discusses how recent developments in the cognitive sciences, especially the concept of schemata (organizing frameworks for understanding events), can illumine the practice of organization development. On the basis of a cognitive perspective, the authors discuss the relationship between organizational change and schemata, describing the following orders of change that might result from OD: first-order change, or incremental changes occurring within particular schemata already shared by members of a client system, second-order change, or modifications in the shared schemata themselves; and third-order change, or the development of the capacity of the client system to change the schemata as events require. To show how understanding the differences among orders of change can help clarify problems and solutions from an intervention, the authors discuss how a paternalism schema affected a particular quality of working life intervention. They conclude by suggesting implications of the cognitive perspective for OD practice and research

8. What would be the characteristics of an organization or situation for which the use of reason would be an effective approach for managing change? Are such organizations and situations relatively rare?

The usual external change agent is a private consultant who has training and experience in the behavioral sciences.

The internal changes agent is an individual working for the organization who knows something about its problems.

External-Internal changes Agents some organizations use a combination external-internal change team to intervenes and develop programs. This approach attempts use

The resources and knowledge base of both external and internal change agents. It involves designating am individual or small group within the organization to serve with the external change agent as spearheads of the change effort.

9. Explain the difficulties that you would encounter in attempting to obtain diagnostic information from members of two groups that believe they’re competing for scarce resources.

Parochial Self-Interest some people organization change out of fear of losing something they value. Individuals fear the loss of power, resources, freedom to make decisions, friendships, and prestige.

10. Explain why a change program should be evaluated and why such an evaluation is so difficult to conduct.

The model indicates that forces for change continually act on the organization; this as assumption reflects the dynamic character of the modern world. At the same time, it’s the manager’s responsibility to sort out the information that reflects the magnitude of change forces. The information is the basis for recognizing when a change is needed; it’s equally desirable to recognize when change isn’t needed. But once managers recognize that something is malfunctioning, they must diagnose the problem and identify relevant alternative techniques.

Monitoring dramatic changes:

1. Highlight the most dramatic behavior (people), structure, work design, and process changes reflected for the five companies.

A statement that organizations are undergoing constant change is hardly insightful. It is simply a fact of the life of organizations that changes in behavior, structure, work design, and process are occurring in rapid-fire order and disorder.

2. In retracing the history of your selected firms, are there more dramatic changes reflected in the most recent five-year period or in earlier periods?

Yes.

3. Do any of your selected firms have or report an organizational change task force?

No.

Discussion Question

1. What type of change(s) occurred at Bayer?
2. What type of employee resistance to change did Bayer have to address?

Knowing that Myerstown employees were skeptical of new management programs because of past failures, plant manager John O’Neil and HR team addressed workers at an all-employee meeting about the first initiative developing a site strategy and goals.

3. What are the positive and negative lessons learned from how change was handled at Bayer?