MANAGING ORGANIZATIONAL CHANGE AND LEARNING
1. Why is diagnosis so vital in organizational change programs?
The process of managing change can be approached systematically. Diagnosis of the problem is essential when it comes of changing. We have two forces for change the first is environmental forces and 2nd is internal forces. The internal forces is the process if behavioral problems. The change agents facilitate the diagnostic phase by gathering, interpreting and presenting data. The diagnosis of present and potential problems involves the collection of information that reflects the level of organizational effectiveness. Data that measure the current state of production, efficiency, satisfaction, adaptive ness and development must be gathered and analyzed. The purpose of diagnosis is to trace the cause of the problem.
To diagnose the problem, managers can consider these analytical questions:
1. What is the problem and what distinguishes it from the symptoms?
2. What must be changed to resolve the problem?
3. What outcomes are expected, and how will these outcomes be measured?
1. What is the problem and what distinguishes it from the symptoms?
2. What must be changed to resolve the problem?
3. What outcomes are expected, and how will these outcomes be measured?
2. Explain the concept of organization intervention and why any particular management or organization change can be considered an intervention?
Organizational intervention is a process of diagnosis change research. The result if diagnosis produce ideas for changes, the changes are introduced into the same system and their effects noted through further research and diagnosis. The number of cycles may be infinite, A group established to solve a particular problem.. This team may be disregarded after its works is accomplished. When we talk about intervention means is a specific action that a change agent takes to focus the change process, Choice of a particular intervention depends on the nature of the problem that management has diagnosed. We have two important components the formal and informal. The formal organization are the components that publicity observable, rational oriented to structural consideration. The informal organization are the components that hidden, affective and oriented to social / psychological process and behavior considerations.
3. Might some managers attempt to implement a particular intervention, such as TQM, without first diagnosing whether the intervention would be appropriate for their organization's problem?
The choice of a particular intervention depends on the nature of the problem that management has diagnosed in organization. The Management must be determining which alternative is most likely to produce the desired outcome, whether it can be improvement in skill, attitudes, behavior, or structure, and also to their individual differences.
4. Why is it important for managers to reduce the resistance to change exhibited or covertly practiced by employees?
Reducing resistance can cut down on the time needed for a change to be accepted or tolerated. Resisting change is a human response, and management must take steps to minimize it, Managers must reduce the employees' resistance for change. Without employees' participation during the change process, it would be very hard for the organization to achieve its desired goals.
5 . Evaluate the ethical issues 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 you identify in the practice of organizational development as you understand it thus far?
An increasing competitive external environment demands that organizations produce better products and services and be more efficient in doing so. To meet this requirement, a rising number of companies are turning to employees, seeking their ideas and inputs, and giving workers more autonomy in doing their jobs.
6. Describe the relationships among the steps of the change model depicted in this chapter and the process of unfreezing - new learning - refreezing. Which steps of the model are related to which elements of the relearning process?
The seven-step model consists of specific steps generally acknowledged to be essential to successful change management. The model indicates that forces for change continually act on the organization; this assumption reflects the dynamic character of the modern world. And it’s the manager’s responsibility to sort out the information that reflects the magnitude of change forces. Change models always deals with the process of initiating change in an organization. The different models are always focused on how the organization will come up with its expected outcomes and how will it win its employees participation during the process.
7. How is the appreciative inquiry approach to organizational change different from a problem-solving approach?
Appreciative Inquiry is a method of focusing on positive or potential opportunities. Appreciation means to value, see the best in others. And recognize positive potential. Appreciate inquiry involves a method for bringing about positive change.
Appreciative Inquiry
- Discovery phase
Identifying everything that is considered the best of “what is”
- Dreaming phase
Thinking about what the “possibilities”
- Designing phase
Discussing and analyzing what “should be”
- Delivery phase
Creating clear objectives of “What is going to be”
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 size, or the measure of how large the organization is, in terms of employees, offices, number of physical locations, would use reason as an effective approach to managing change. Declining revenues and increasing costs, mergers, and international competition have intensified the need for organizations to be more efficient and productive by downsizing. This major action involves reducing the size of the workforce, and often closing some operations and consolidating others.
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.
Obtaining diagnostic information from members of different groups may lead to difficulties in interpreting and gathering accurate data. Thus, it would also be difficult to identify the organization's real problem which will result to the difficulty in the designing or structuring the appropriate change program.
10. Explain why a change program should be evaluated and why such an evaluation is so difficult to conduct.
It is only through evaluation that an organization will determine if it is achieving its desired outcome of the intervention the organization itself is undergoing. This process may be difficult to conduct for the reason that the procedure must be structured in an experimental design. The definition of acceptable improvement is difficult when attitudinal data are evaluated because the matter involves “how much more” productive they should be. If a complete analysis of results is undertaken, attitudinal measurements must be combined with productivity measurements.
TAKING TO THE NET
CASE FOR ANALYSIS
FORBES 400
1. Highlight the most dramatic behavior (people), structure, work design, and process changes reflected for the five companies.
| INDUSTRY | ||||
| 1.1 | 1.2 | 86 | Aerospace & Defense | |
| 10.1 | 1.4 | 78 | Aerospace & Defense | |
| 11.1 | 1.8 | 115 | Aerospace & Defense | |
| 12.8 | 42.4 | 3,193 | Aerospace & Defense | |
| 13.4 | 1.2 | 67 | Aerospace & Defen |
Triumph Group
Triumph Group, Inc., headquartered in Wayne, Pennsylvania, designs, engineers, manufactures, repairs and overhauls aircraft components, subassemblies and systems. The Company serves a worldwide spectrum of the aviation industry, including commercial and regional airlines, air cargo carriers, as well as original equipment manufacturers of commercial, regional, business and military aircraft and aircraft components.
AAR
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Curtiss - Wright
LOCKHEED MARTIN
As a global security and information technology company, the majority of Lockheed Martin's business is with the U.S. Department of Defense and the U.S. federal government agencies. In fact, Lockheed Martin is the largest provider of IT services, systems integration, and training to the U.S. Government. The remaining portion of Lockheed Martin's business is comprised of international government and some commercial sales of our products, services and platforms.
ORBITAL SCIENCES
OSC, though commonly referred to as Orbital) is a company which specializes in satellite launch and manufacture. Its Launch Systems Group is heavily involved with missile defense launch systems. Orbital formerly owned ORBIMAGE (nowGeoEye) and the Magellan line of GPS receivers, though they are now divested (the latter toThales). Orbital's NYSE ticker symbol is ORB.
DISCUSSION QUESTIONS
1. What type of change(s) occurred at Bayer?
Bayer’s management decided to have a change in the workplace environment by empowering every individual. They realize that they need to modernize or make more efficient there operations for them to have a more secure future in Bayer’s Corporation. They formed Consumer Care Division in which they want it to be recognized as the most effective site in the Northern American’s region, in terms of safety, customer service, value-added manufacturing and cost effectiveness. But to be able to do this, they are bound to change the workplace of each and every employee.
2. What type of employee resistance to change did Bayer have to address?
The HR manager, the 93 randomly selected employees together with the help of Sibson and Company staff, they conducted a group meeting to get a clear indication of what was going on the plant. They have exchanged ideas and opinions. Then in the subsequent meetings, the HR manager and rest of the unselected employees gathered altogether to analyze and comment on the findings based on the first group meeting.
3. What are the positive and negative lessons learned from how change was handled at Bayer?
POSITIVE AND NEGATIVE
§ Sometimes we have to listen to others opinion, suggestions and ideas because there are times that their ideas are better than the leaders and managers. We should appreciate the effort of the others. Communication is important to have a strong workforce in a big organization. The importance if being understanding can motivate to your employees and gain respect to individual.
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