Change: Managing Culture, Diversity, Quality, and Climate

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Change Managing Culture, Diversity, Quality,
and Climate

• Chapter 12

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Learning Objectives

• Explain why managing change skills are important.
• Describe the four types of changes.
• State why people resist change and how to
  overcome it.
• Explain how to use a change model when making
  changes.
• Explain dimensions of an organizations culture.

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Learning Objectives

• Describe how diversity and quality are dimensions
  of organizational culture.
• Explain dimensions of an organizations climate.
• Describe five OD techniques.
• Explain the relationship among organizational
  culture, diversity, quality, climate, and
  development.

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Types of Changes

• Technological change
• Structural change (reengineering)
• The way the firm is organized to meet its mission
  and objectives
• Task change
• Behavior to complete the organizational change
• People change (socio-technical)
• Employees who complete the tasks

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Types of Changes

• Technological change
• Machines
• Process
• Management Information Systems (MIS) are formal
  systems for collecting, processing, and
  disseminating information necessary to aid
  managers in decision making.
• Automation is the simplification or reduction of
  human effort to de a job.

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Change Process Stages
Denial Resistance Exploration
Commitment
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Resistance to ChangeVariables

• Intensity
• Acceptance
• Tolerance
• Resistance (weak to strong)
• Rejection
• Source
• Facts
• Beliefs
• Values

• Focus
• Self
• Others
• Work environment

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Hultmans Resistance Matrix
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Overcoming Resistance to Change
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Change Models

• Lewins Change Model
• Step 1. Unfreezing (providing information that
  shows discrepancies between desired
  performance and actual performance)
• Step 2. Moving (shifting the behavior to a new
  model, learning new desirable behavior,
  values, attitudes)
• Step 3. Refreezing (desirable performance
  becomes the permanent way of doing things)

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Change Models

• Lussiers Change Model
• Step 1. Define the change.
• Step 2. Identify possible resistance to
  change.
• Step 3. Plan the change.
• Step 4. Implement the change, Give the facts.
• Involve employees. Provide support.
• Step 5. Control the change (reinforcement of
  change.)

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Organizational Culture

• Consists of the shared values and assumptions of
  how its members will behave.
• Is the relatively enduring quality of the
  internal environment of the organization
  perceived by its members.
• Morale a state of mind based on attitudes and
  satisfaction with the organization.

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Organizational Culture

• Strong
• Clear
• Positive
• Contributes to effective performance and
  productivity.
• Weak
• Unclear
• Negative
• Source of resistance and turmoil that hinders
  effective performance.

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Managing Diversity and Quality

• Valuing diversity emphasizes training employees
  of different ages, sexes, and races to function
  effectively together.
• Managing diversity emphasizes meeting all
  employee needs.
• Total quality management (TQM) promotes a culture
  in which everyone in the organization strives for
  continual improvement in all dimensions of
  operations.

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Quality

• Quality the predetermined standard that the
  product or service should meet.
• Quality in Organizations
• Total Quality Management (TQM)
• ISO 9000
• Six Sigma

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Common Dimensions of Climate

• Structure The degree of constraint on
  membersthe number of rules, regulations, and
  procedures.
• Responsibility The degree of control over ones
  own job.
• Rewards The degree of being rewarded for ones
  efforts and being punished appropriately.

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Common Dimensions of Climate

• Warmth The degree of satisfaction with human
  relations.
• Support The degree of being helped by others and
  of experiencing cooperation.
• Organizational identity and loyalty The degree
  to which employees identify with the organization
  and their loyalty to it.
• Risk The degree to which risk taking is
  encouraged.

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Organizational Development

• Is the ongoing planned process of change used as
  a means of improving the organizations
  effectiveness in solving problems and achieving
  its objectives.
• Five OD techniques
• Training and development
• Grid OD
• Survey feedback
• Force field analysis
• Team building

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Organizational Development Training and
Development

• Step 1. Needs assessment
• Step 2. Set objectives
• Step 3. Prepare for training
• Step 4. Conduct the training
• Step 5. Measure and evaluate training results

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Organizational Development Grid OD

• Grid OD a six-phase program designed to improve
  management and organizational effectiveness.
• Phase 1. Training
• Phase 2. Team development
• Phase 3. Inter-group development
• Phase 4. Organizational goal setting
• Phase 5. Goal attainment
• Phase 6. Stabilization

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Organizational Development Survey Feedback

• Survey feedback an OD technique that uses a
  questionnaire to gather data that are used as the
  basis for change.

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Organizational Development Survey Feedback
Technique

• Management and the change agent do some
  preliminary planning to develop an appropriate
  survey questionnaire.
• the questionnaire is administered to all members
  of the organization/unit.
• The survey data are analyzed to uncover problem
  areas for improvement.

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Organizational Development Survey Feedback
Technique

• The change agent feeds back the results to
  management.
• Managers evaluate the feedback and discuss the
  results with their subordinates.
• Corrective action plans are developed and
  implemented.

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Organizational DevelopmentForce Field Analysis

• Force field analysis a technique that diagrams
  the current level of performance, the hindering
  forces toward change, and the driving forces
  toward change.

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Organizational DevelopmentForce Field Analysis
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Organizational DevelopmentTeam Building

• Team building is an OD technique designed to
  help work groups operate more effectively
• Goals effective and efficient
• Responsibilities
• Program Agenda
• Climate building
• Process and structure evaluation
• Problem identification
• Training
• closure

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Change Managing Culture, Diversity, Quality,
and Climate

• Chapter 12
• Questions, Comments???