COMMUNICATION IN ORGANIZATIONS

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COMMUNICATION IN ORGANIZATIONS
PLANNED CHANGE IN ORGANIZATIONS
Lecture 10b
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ORGANIZATIONAL CHANGE (DEVELOPMENT)

• PLANNED CHANGE
• Not Like Most Change - Reactive
• INVOLVES TOTAL SYSTEM
• MANAGED FROM THE TOP
• LONG-TERM EFFORT
• ACTION-ORIENTED
• INVOLVES EXPERIENCED-BASED LEARNING
• WORKS PRIMARILY WITH GROUPS(TEAMS) BUT SUPPORTS
  INDIVIDUALS
• DESIGNED TO INCREASE ORGANIZATIONAL EFFECTIVENESS
• Human Process Improvement
• Production Process Improvement

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GREINERS MODEL PHASES IN ORGANIZATIONAL CHANGE
Pressure and Arousal - External Environment
Reorientation -intervention at Strategic Apex
Diagnosis and Recognition - Data Collection - at
All Levels
Invention and Commitment - Wide Search for
Creative Solutions
Experimentation and More Search - Pilots,Watch
Boss
ADDITIONAL READING
Positive Reinforcement and Acceptance
Reward-Recognize
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PHASES IN ORGANIZATIONAL CHANGE

• PRESSURE AND AROUSAL
• EXTERNAL ENVIRONMENT
• REORIENTATION AND INTERVENTION AT STRATEGIC APEX
• SUSPEND USUAL DEFINITIONS OF PROBLEMS
• DIAGNOSIS AND RECOGNITION
• INFO GATHERING, OPEN COMUNICATION THROUGHOUT
  HIERARCHY, COMMON SENSE OF PROBLEMS DEVELOPED
• INVENTION AND COMMITMENT
• WIDE SEARCH FOR CREATIVE SOLUTIONS\
• EXPERIMENTATION AND SEARCH
• TENTATIVE CHANGES, WATCHING THE BOSS, RESULTS
  FROM PILOT PROJECTS
• REINFORCEMENT AND ACCEPTANCE
• REWARD/RECOGITION - COLLABORATION CONTINUES

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GREINERS PLUS LEWINS MODEL
ADDITIONAL READING
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ISSUE AREAS FOR CHANGE INTERVENTIONS

• STRATEGIC
• ISSUES

TECHNOLOGY AND STRUCTURAL ISSUES
HUMAN RESOURCES ISSUES
HUMAN PROCESS ISSUES
HOW TO 1. COMMUNICATE 2. PROBLEM-SOLVE 3. MAKE
DECISIONS 4. LEADERSHIP
FISHER
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ORGANIZATIONAL CHANGE INTERVENTIONS

• HUMAN PROCESS INTERVENTIONS
• SURVEY FEEDBACK
• Started by Likert
• PROCESS CONSULTATION
• CONFLICT MANAGEMENT TRAINING
• TEAMBUILDING
• Begins with LIkert Model of Team Centered
  Management
• HUMAN RESOURCE INTERVENTIONS
• CAREER PLANNING AND DEVELOPMENT
• COUNSELLING, RE-TRAINING
• DEALING WITH PERSONAL DIFFERENCES
• DIVERSITY TRAINING
• STRESS MANAGEMENT AND TIME MANAGEMENT
• IMORTANT TRANABILE SKILLS
• LEADERSHIP COMMUNICATION SKILLS

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ORGANIZATIONAL CHANGE INTERVENTIONS

• STRUCTURAL INTERVENTIONS
• REORGANIZE WORK
• RE-DESIGN WHO REPORTS TO WHOM
• CHANGE ORGANIZATIONAL CHART
• REMINDER THIS IS ONE SOLUTION TO CONFLICT
  BETWEEN GROUPS
• TECHNOLOGY INTERVENTIONS (I.T.)
• PRODUCTION TECHNOLOGY
• COMMUNICATION TECHNOLOGY
• I.T. IS A LEGITIMATE FORM OF BYPASSING
• PARTICULARLY IN MACHINE AND DIVERSIFIED MACHINE
  BUREAUCRACIES
• STRATEGIC INTERVENTIONS
• ORGANIZATIONAL TRANSFORMATION
• NEW MISSION, VISION, DIRECTION
• MODIFIES ORG. CULTURE
• CHANGE WAYS PEOPLE LOOK AT THEMSELVES - AS ACTIVE
  CHANGE AGENTS NOT PASSIVE ACCEPTERS

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TRANSFORMATIONAL CHANGE BEHAVIOR FOR MANAGERS

• LEAD BY VISION
• REINFORCE ORG. GOALS, VALUES, PURPOSES
• GENERATE PARTICIPATION
• INVOLVE RELEVANT PERSONS
• FUNCTION STRATEGICALLY
• TAKE A SYSTEMIC, LONG-RANGE PERSPECTIVE
• PLAN TO USE ALL FORMS OF INTERVENTION STRATEGY,
  STRUCTURAL, HUMAN PROCESS AND REOURCES
• PROMOTE INFORMATION FLOW
• INCREASE OVERALL AMOUNT OF INFO IN ORG.
• DEVELOP OTHERS
• INCREASE KNOWLEDGE, SKILLS AND COMPETENCY OF
  SUBORDINATES

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TRANSFORMATIONAL CHANGE REQUIRES TRANSFORMATIONAL
LEADERSHIP

• TRANSFORMATIONAL LEADERS
• OUR PREVIOUS LECTURE -
• INSPIRE EMOTIONALLY
• STIMULATE THOUGHTFUL ENGAGEMENT
• INFLUENCE BY SHOWING RESPECT AND CONCERN FOR
  INDIVIDUALS AND
• ASSURES SUPPORT AS THEY MOVE THROUGH CHANGES
• PROMPTS FOLLOWERS TO EXPAND THEIR NEEDS AND
  WANTS
• TO SEE VALUE IN THEIR WORK
• WORK TRANSCENDS SELF-INTEREST
• DEVELOP COMMITMENT
• RAISE CONSCIOUSNESS
• THIS IS ACTIVE, PARTICIPATIVE, THEORY Y
  LEADERSHIP
• THE ONLY WAY TO GET ORGANIZATIONAL TRANSFORMATION

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TRANSFORMATIONAL CHANGE REQUIRES TRANSFORMATIONAL
LEADERSHIP

• Johnsonville Sausage CEO, Ralph Stayer
• This is how transformational leaders talk
• Values and commitment to change
• theres a real fear on the part of CEOs that
  they wont be respectedif theyre not the
  decision-makerthe causer of action... The basic
  change needed is a change in your view of what
  people are all about...Thats the basic thing
  that you have to get past.
• If you understand that everyone wants to excel,
  wants to be a member of a winning team, takes
  great joy out of that and its important for them
  in their livesonce you understand that and truly
  believe itthen you start acting that wayand by
  golly it happens.
•  A complete transformation of a classic top down
  controlling model of management into an
  employee-centered and eventually co-managed
  organization. (Such a transformation is rare in
  North America.)
• Five implementation and five years to fully
  stabilize changes. Lots of training and support
  for workers and managers. Additional readings.

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