Lect 02 - Managing Change

7/31/2019 Lect 02 - Managing Change

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2006 Thomson-Wadsworth


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Learning Objectives

Discuss why change is consideredinevitable.

Identify the factors that influence therate of change in todays workplace.

Describe the reasons why employeesresist change.

List the types of change that usuallyoccur in organizations.


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Learning Objectives

Describe how change should bemanaged.

Differentiate between managingchange and management, ingeneral.

Discuss ways to minimize thestress associated with change.


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The Inevitability of Change

People generally hold to the statusquo and resist change

Once change has been accepted,people resist turning back

Internal and external changes are

inevitable


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The Acceleration of Change

External changes...Technology, speed in movement of

people/things, increased informationand access to it

...lead to internal changesPeople need more education, and

must continue education throughoutlife; lives are longer because ofadvances in medicine


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The Acceleration of Change

Impact of change on businesses

Global changes: social, political,

economicMust be flexible

Must review documents and

procedures frequentlyFlexibility for organization =

instability, disruption for employees


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Resistance to Change

20-50-30 rule: 20% of the people in an organization will

embrace change and welcome it

50% are ambivalent

30% are resistant and may sabotage orundermine the change process

Nearly 80% of an organizations staffwill need to be convinced that thechange is a good one and worth thestress involved in making it.


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Lack of understanding of the need forchange Workers' jobs do not include conceptual

thinking about the organization

May fail to perceive connection betweentheir observations of the work environmentand the organization's financial health

Only upper-level management may haveaccess to information indicating the needfor change, such as financial or productivityrecords


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Lack of understanding of, or a differentsense of, the context or environment Employee's viewpoint and manager's may

greatly differ

ex: WIC clinic during recession

Dietitian thinks program should beexpanded in response to more eligible

clients with increased needs Manager thinks program must reduce

expenses in response to cuts in funding


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Belief that proposed change violates thecore values of the organization Organization's mission is subject to

interpretation

ex: Do patients have the right to allnutrition services?

Typically, patients are billed for complexservices like expensive enteral feedings

Some dietitians have administered theseeven without being paid

Today, most agree this devalues theservices, and consider reimbursement

vital for the profession


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Misunderstanding of the change and itsimplications Workers perceive change as pointless extra

work because they don't understand itspurpose

ex: implementation of HACCP duringbreakfast, when 8 dozen eggs are used

Manager thinks bringing eggs out by thedozen prevents holding them at unsafetemperatures too long

Cook thinks he is being asked to make 8trips to the refrigerator instead of 1 for

no reason


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Belief that the change is not in thebest interests of the organization

ex: purchase of new uniforms afterlayoffs

Manager thinks one-time expense ofuniforms will serve to unify staff

Workers think money should be used tore-hire former staff (a long-termexpense)


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Lack of trust in those introducingthe change

Workers who distrust managementmay not believe in the stated reasonsfor change

Workers may resist because of whatthey consider the true motivation


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Lack of belief that the leadership isserious about making changes

If manager's words and actions areinconsistent, workers questionsincerity of order to change

Managers who seldom follow throughare expected to repeat this pattern


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Lack of belief that the leadership iscapable of making the change happen Failure of previous attempts at change

Perceived weakness of manager

Change extends beyond manager'sauthority/span of control

Perception that change is unfairlyselective ex: layoffs among certain classes of

workers but not others


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Kinds of Organizational

Change Change in structure

Organizational structure - those

characteristics of the organizationthat are reflected in theorganizational chart.

ex: hierarchy, line/staff relationships,span of control, centralization,departmentalization


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Change Change in structure

Downsizing or rightsizing -

reducing organization's size; usuallyaccompanied by flattening ofstructure.

Usually necessitates reduction in force

Restructuring through growth

Acquisitions and mergers


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Change Change in work process

A.K.A. reengineering

Possible reasons: Economic

Changes in technology, equipment,personnel

To improve quality or performance


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Change Change in work

process examples:

Technology-driven:paperless officecommunications,bulk mailings, debitcards, bioelectricalimpedance


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Change Change in organizational culture

Most basic and far-reaching type of change

Result from: Change in leadership

Change in mission

Change in management style

Evolution

Occur most rapidly during mergers,acquisitions, divestitures


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Change In health care, two common,

differing cultures are "high tech"

and "high touch"


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Managing Change

Decision making

Identify a problem to solve

Establish criteria

Weight criteria

List and analyze alternatives

Make and implement decisionEvaluate results


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Managing Change

Timing

Employees need time to pass through

5 stages of change: Become aware of the change

Understand it

Support it

Become actively involved

Become committed to the change


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Managing Change

Timing

Introduce staff to problem as soon as

it is identified If possible, allow group participation

in planning change

An adjustment period is necessary,either before or after change


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Managing Change

Communication

"Package" messages about change in

a positive mannerRecruit supportive staff members to

inform others

Distribute clear, correct information Avoid sharing information prematurely,before decisions are finalized


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Minimizing Stress during

Change Trust

Distrust of management = more

uncertainty Communication

More factual information = less

uncertaintyTwo-way communication helps


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Change Transition time

Introduction of multiple changes at once

Generates intense stress for a briefperiod

May work better with autocraticleadership style

Series of sequential changes

Less severe stress for a long period May work better with participative

leadership


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Change Employee assistance programs

Outplacement programs to help laid-

off workers find jobsStress management courses

Training programs to assist with

changing job functions


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Conclusion

Change is inevitable and is taking placemore rapidly than ever before.

People resist change for a variety ofreasons, many of which have to do withmiscommunication ormisunderstanding.

Organizations undergo three basictypes of changes: in structure, in workprocess, and in organizational culture.


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Conclusion

Change is managed by establishingtrust, using leadership effectively,

making good decisions, and maintainingpositive communication.

Employees should be given support andassistance to cope with the stress of

change in the workplace.

Documents

Lect 02 - Managing Change