What is a common characteristic of internal forces of change within an organization?
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Terms in this set (34)Forces of change Include external forces outside of the organization and also internal sources. External forces These forces originate outside of the organization. These forces have global effects, which may cause an organization to question the essence of what business it is in and the process by which products and services are produced. The four key external forces include: demographic characteristics, technological advancements, market changes and social and political pressures. Demographic Characteristics Organizations are changing employment benefits and aspects of the work environment in order to attract, motivate and retain diverse employees. Organizations are also changing the way in which they design and market their products and services and design their store layouts based on generational differences. Technological Advancements both manufacturing and service organizations are increasing using technology as a means to improve productivity, competitiveness and customer service while also cutting costs (ex: using social networking as a recruitment tool) Telepresence A good example of a technology that enables organizations to change the way they deliver products, coordinate virtual workers, encourage employee collaboration, improve communication, and increase productivity--it represents an advance form of videoconferencing and robotics that in combination makes virtual conversations seem like they are taking place in one location. Customer and Market Changes Increasing customer sophistication is requiring organizations to deliver high value in their products and services--customers are demanding more than they have in the past. This has led to organizations seeking more customer feedback about a wide range of issues in order to retain and attract customers. For market changes companies are experiencing increased pressure to obtain more productivity because global competition is strong. Social and Political Pressures These forces are created by social and political events--ex: widespread concern over climate change and rising energy costs have been important forces for change in almost every industry (going green). Internal Forces of Change These forces come from inside the organizations. These forces can be subtle such as low job satisfaction or can manifest to outward signs such as low productivity, conflict or strikes. Internal forces of change come from both human resources problems and managerial behavior/decisions. Lewins Model of Change A three stage model (unfreezing, changing, refreezing) of planned change which explained how to initiate, manage, and stabilize the change process. Unfreezing The focus of this stage is to create the motivation to change--individuals are encouraged to replace old behaviors and attitudes with those by desired management. This process can being by disconfirming the usefulness or appropriateness of employees present behaviors or attitudes. Employees need to become dissatissfied with old ways of doing things--this is done by managers showing data regarding levels of effectiveness, efficiency and customer satisfaction. Benchmarking Another technique that can be used to unfreeze an organization. It describes the overall process by which a company compares its performance with that of other companies then learns how the strongest performing companies achieve their results. Changing This undertaken to improve some process, procedure, product, service or outcome of interest to management. This involves learning and doing things differently, this stage entails providing employees with new information, new behavioral models, new processes or procedures, new equipment etc--change should be targeted as some type of desired end result. Refreezing Change is stabilized during refreezing by helping employees integrate the changed behavior or attitude into their normal ways of doing things. This is accomplished first by giving employees the chance to exhibit the new behaviors or attitudes--once shown, positive reinforcement is used to reinforce the stability of the change---extrinsic rewards(monetary incentives) are frequently used to reinforce behavioral change. Kotters Eight Steps for Leading Organizational Change Kotter believes organizational change typically fails because of senior level management makes implementation errors. This model is similar to lewins in that it prescribes how managers should sequence or lead the change process. It is important to remeber that this model reveals that it is ineffective to skip steps and that managers most often make mistakes at the beginning Unfreezing Part of Kotters Model 1. establish a sense of urgency: create a compelling reason for need for change 2. Create the guiding coalition: create cross functional, cross groups of people to lead the change 3. develop a vision and strategy: to guide the change process 4. Communicate the change vision: communication strategy that consistently communicates the new vision Changing part of Kotters Model 5. Empower broad-based action: eliminate barriers to change and use target elements of change to transform the organization--encourage risk taking 6. Generate short-term wins: recognize and reward people who contribute to the wins 7. Consolidate gains and produce more change: being persistent to create more change--additional people are brought into the change process to help create change throughout the organization Refreezing part of Kotters Model 8. anchor new approaches in the culture: reinforce the changes by highlighting connections between new behaviors and processes and organizational success. Resistance to change An emotional behavioral response to real or imagined threats to an established work routine. Resistance can be as subtle as passive resignation and as overt as deliberate sabotage. Causes of resistance typically tend to be in either recipient characteristics or change agent characteristics. Reasons employees resist change include: An individuals predisposition toward change This is a function of both personal traits and change agent behaviors. One the trait side, it is an outgrowth of how one learns to handle change as a child. (some see it as distrustful while others have patience and understanding). Resilience to change is an important trait that affects how we respond to change as well as commitment to change Resilience to Change A composite of characteristics reflecting high self-esteem, optimism, and an internal locus of control was positively associated with recipients willingness to accommodate or accept a specific organizational change. Commitment to change A mind-set that bind an individual to a course of action deemed necessary for the successful implementation of a change initiative. This is more subject to change than resilience because it is partly a function of both traits and change agent characteristics. Surprise and fear of the unknown When innovative or radically different changes are introduced without warning, affected employees become fearful of implications. Failing to set expectations around a change effort or setting new goals is a key contributor to resistance. Fear of Failure Intimidating changes on the job can cause employees to doubt their capabilities. Self-doubt erodes self-confidence and cripples personal growth and development. Loss of status and or job security Administrative and technological changes that threaten to alter power bases or eliminate jobs generally trigger resistance---ex: restructuring an organization Peer Pressure Someone who is not directly affected by the change may actively resist it to protect the interest of his or her friends Past Success This can breed complacency and it can also foster a stubbornness to change because people come to believe that what worked in the past will work in the future. Decisions that disrupt cultural traditions or group relationships Whenever people are transferred, promoted or reassigned, cultural and group dynamics are thrown into disequilibrium. Resistance would increase because of the uncertainty of dealing with new team members. Personality conflicts The personalities of change agents can create resistance. Lack of tact and poor timing Undue resistance can occur because changes are introduced in an insensitive manner or at an awkward time. Change is more excepted when agents effectively explain or sell the value of the changes. Leadership style People are less likely to resist change when the change agent uses transformational leadership Failing to legitimize change Changes must be internalized by recipients before it will truly be accepted. Active, honest communication and reinforcing reward systems are needed to make this happen. Change agents need to communicate with recipients in a way that is considers employees points of view and perspective. And they need to explain how change will lead to positive personal and organizational benefits.--this requires an understanding of how the recipients job will change and how they will be rewarded. Alternative strategies for overcoming resistance to change If employees believe that the personal costs of change is greater than the
benefits than managers are advised to: Six strategies for overcoming resistance to change There are
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What are internal and external forces for change in an organization?Furthermore, I will emphasize the internal forces such as management, restructuring, intrepreneurship and the external ones such as competition, technological progress, social changes, hacking, economy, politics, which create the need for the change in the company.
What are the 4 forces of change?Change Is Predictable, Outcomes Are Not. Resources. This is the first of the Forces of Change because resources are the foundational elements we rely on to stay alive and prosper. ... . Technology. Over time, humans have invented tools to harvest resources and take advantage of the world around us. ... . Demographics. ... . Governance.. |
