Coping with the Future:

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CHAPTER 2

• Coping with the Future
• The Challenge of Change

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Changes in the workplace

• The Darwinian global economy
• The virtual office and telecommuting
• Flexible work schedules
• Emphasis on results versus putting in time
• Multiple jobs/careers
• Diversification and globalization of the
• workplace

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Why change in the workplace is often resisted

• Psychological barriers to change
• Economic insecurity
• Fear of the unknown
• Threats to social relationships
• Habit
• Failure to recognize the need for change
• Organizational (social and structural) barriers
  to change
• Structural inertia
• Work group inertia
• Threats to the existing balance of power
• Previously unsuccessful change efforts

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Why change in the workplace is often resisted

• Psychological barriers to change
• Economic insecurity
• Fear of the unknown
• Threats to social relationships
• Habit
• Failure to recognize the need for change
• Organizational (social and structural) barriers
  to change
• Structural inertia
• Work group inertia
• Threats to the existing balance of power
• Previously unsuccessful change efforts

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Overcoming resistance to change

• Participation
• Providing clarity
• Rewarding people for changing
• Obtaining political support

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Techniques of organizational development survey
feedback

• Survey feedback change through information
• Some or all employees respond to a carefully
  developed questionnaire
• The information obtained is reported back to
  employees
• Specific plans are developed for dealing with the
  problems identified by the survey
• Advantages of the survey feedback technique
• Yields a large amount of useful information
  quickly
• Is flexible and works in many different settings
• Is often helpful in developing concrete plans for
  change

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Techniques of organizational development
sensitivity training

• Sensitivity training (encounter groups,
  laboratory groups, T-groups)
• The only task of such groups is sensitivity
  training (developing insight)
• The group leader is a facilitator
• The learning experience can be intense and
• even painful
• Spillover effects can occur, raising the issues
• of trust and vulnerability

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Techniques of organizational development team
building

• Team building to create more effective
• work groups
• Step 1 Identify problems, have a diagnostic
  session, and then collect data
• Step 2 List desired changes
• Step 3 Develop appropriate action plan(s)
• Step 4 Evaluate progress (feedback)
• Step 5 Re-start the process?

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Techniques of organizational development quality
of work life

• Quality of work life approach
• Create a climate of mutual respect
• Work restructuring to make jobs more interesting
  and varied
• Create a safer and more comfortable workplace
• Narrow the status gap
• Participative style of decision-making
• Quality circles (small groups of about 10)
• Concern with the quality of work performed
• Concern with the work environment

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Techniques of organizational development quality
of work life

• Benefits of the quality of work life approach
• increased job satisfaction? (evidence is slight)
• increased organizational commitment?
• increased productivity? (typically, yes)
• increased organizational effectiveness? (mixed)

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Opportunities for development

• Dual career ladders
• Managerial ladder
• Professional ladder
• The temping of the workforce (contingent work)
• Disadvantages to the workers
• No pensions
• No job security
• No benefit packages
• Potential morale problems and conflict
• Perceived second-class status

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Opportunities for development

• Making the best of being a contingent worker
• Develop an entrepreneurial spirit
• Develop definable skills
• Market yourself
• Realize that no ones position is absolutely
  secure
• Enjoy the flexibility of contingent employment

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Opportunities for development

• Transferable job skills
• Learn to learn
• Keep up with technology
• Develop person (social) skills
• Emotional expressivity (expressivity)
• Emotional sensitivity (empathy)
• Emotional control (controlling ones emotions)
• Social expressivity (poise)
• Social sensitivity (tact, discretion,
  appropriateness)
• Social control (impression management,
  role-playing)