People Management

This table outlines some of the changes that are already happening to jobs.

The changing nature of work(Cont.)There are five alternative ways for the companies to work outside

of the traditional office: Telecommuting: Workers do occasional work from home. This is by

far the most common alternative and requires the least amount of managerial change.

Hoteling: Workers only need to come to an office occasionally; they do not have fixed office space. They work where they are needed and can reserve a space in the office when necessary.

Tethering: While workers come regularly to an office, mobile technology enables them to roam around the office or nearby, as needed.

Home work: Workers function from a home office and only meet with their coworkers on a periodic basis.

Mobile work: Workers are on the road almost constantly and interact largely with customers at their offices.

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The changing nature of workers

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Not only is work changing, workers themselves are changing as well. Firms increasingly need knowledge workers skilled in such

foundational competencies as math, writing, communication, and interpersonal skills and able to perform in a variety of capacities due to IT .

The modern workforce consists of the following: full-time staff part-time/contingent staff mobile staff telecommuting staff working some or all of the time from a home

or satellite office

Modern workforce(Cont.)

global staff contract staff consultants outsourced staff staff from allied organizations working on a joint venture matrixes staff- individuals who report to more than one

manager for different reasons.

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In order to achieve virtual workforce, managers must address the following organizational challenges:

They must change the traditional nature of manager They must develop ways to manage work and achieve results

in a dramatically changing working environment. They must cope with the huge difficulties of communicating

with, and integrating the work of, a widely dispersed and increasingly diverse workforce.

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Work management skills Traditional management practices and HR policies have to be

updated for managing new forms of work. HR Department should assess their practices and policies in the

following areas: Staffing : HR will need to evaluate all aspects of how it recruits,

evaluates, and terminates different types of staff to achieve the right mix of skills and flexibility.

Compensation: In the future, learning how to pay for value delivered, rather than on an hourly or a salaried basis according to hierarchical position, will be essential.

Orientation: To a large extent, HR policies hold an organization’s culture together. With an increasingly diverse workforce operating out of many locations, this role becomes even more important and may need to be expanded

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HR Department should assess their practices and policies in the following areas(Cont.):

Training : Companies are finding that staff frequently need training in how to make new ways of working function effectively.

Infrastructure : The more mobile and dispersed an organization’s workforce, the more HR policies and programs will have to be redesigned to accommodate its needs

checks and balances: Not everyone is suited to alternative work. HR practices should be designed to identify how and where it is working and under what conditions these arrangements should be terminated or modified.

Human interaction: HR policies will need to promote and encourage human interaction in all types of alternative working arrangements.

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Some of the work management skills that mostly is needed include:

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Managing teams: Managers will need to encourage and train coaches in techniques to build and strengthen team dynamics.

Managing processes: These include: operational processes that deal with customers; supportive processes for workers (e.g. access to company files and research); and administrative and workflow processes (e.g. message taking, e-mail, forms, and approvals).

Managing facilities: technology support, and general office facilities (e.g. meeting space, telephones, and furniture).

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Individual Skills in the 21st century organization Communication: The ability to communicate quickly and effectively

on a number of levels (e.g. team-building, work, contact, and social). Results orientation: The ability to work with short, fast project cycles

and to handle several activities at once. Proactive thinking : The ability to work with incomplete information

and to seek out and nurture creativity, both individually and as a team; the ability to identify and respond to potentially disruptive situations.

Team work: The ability to rapidly form teams and build the trust necessary to make them work;

Stress management : The ability to deal with the stress that is endemic to change (e.g. loss of familiar things, time pressures, and continual accessibility);

Meeting commitments: The ability to manage time appropriately and to self-supervise.

Skills needed by managers in particular include:

Making connections: A key fear of workers who operate outside of company boundaries is the loss of visibility. Effective managers, provide frequent updates about what’s happening in the company;

Facilitating personal productivity: Even with committed and skilled workers, there are two key reasons why personal productivity can decline in contemporary workplaces: poor relationships and poor workspaces.

Leading and modeling : Leaders need to make increasing use of their personal resources to guide, support, and influence staff in environments that function without rigid rules and hierarchies.

Communicating : As working arrangements become more varied, it becomes easy for managers to slip into task oriented communication and to omit relationship-building communication.

Building trust: Trust forms the basis for almost all new ways of working. 11

Virtual teams can communicate through:Coffee barsOnline Chatting Video conferencingTelephone callsvirtual company.External relationshipsWith company boundaries becoming more permeable

(e.g. through such things as partnerships, outsourcing, and joint ventures),

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Why people resist change

?

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FOUR STAGES OF CHANGE

Shock

Anger

Denial

Acceptance

• Think about the transition from shock to acceptance and how an organization may overcome them.

• Shock- usually the first reaction once a change has been announced. " Where in the world did this come from?" "Why?"

• Anger- if change is viewed in a negative way, people may react in anger. They blame other persons and begin to not accept or support the change. "It wont work and I will not accept this." This can be very damaging to a process and needs to confronted.

• Denial- this person begins to make excuses as to why he or she should not be held accountable for anything that may go wrong. " Dont blame me if this doesn't work, it wasn't my idea."

• Acceptance- this is the goal an organization needs to get all employees to. This person has accepted the change and begins to invision his or her role in the new situation. "How can I help my organization in this process."

HOW TO IMPLEMENT

3 steps to transition of change

1. Discontinuation of the old way of doing business

2. Migration

3. Starting the new way of doing business

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What can be done aboutresistance to change?

Why people resist change.– Fear of the unknown.– Lack of good information.– Fear for loss of security.– No reason to change.– Fear for loss of power.– Lack of resources.– Bad timing.– Habit.

Making Sense of the Journey

The information they receive

Their work and how they do it

The context in which they do their work

The needs of the organisation

To change their behaviour, employees need to see the link between:

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Tactics for Overcoming Resistance to Change

• Communication• Education

• Participation

• Change is technical; users need accurate information & analysis

• Users need to feel involved; design requires information from others; have power to resist

Approach When to Use

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Tactics for Overcoming Resistance to Change (contd.)

• Negotiation

• Coercion

• Top management support

• Group has power over implementation; will lose out in the change

• Crisis exists; initiators clearly have power; other techniques have failed

• Involves multiple departments or reallocation of resources; users doubt legitimacy of change

Approach When to use

Choosing the Right Communications Tools & Channels

Leve

l of c

hang

e

Level of involvement

Tell Sell Consult Join

Awareness

Understanding(and Action)

Acceptance/Alignment

Ownership/Engagement

Newsletters, emails, memos, letters, notices

Booklets, plenary sessions, presentations,

videos, intranets

Focus groups, working parties, suggestions

schemes, consultative presentations

Working sessions, 1-to-1 conversations, workshops,

coaching

Information + Involvementto Build Commitment & Change

Increasing Commitment

Awarenessof desired change

Understandingof change direction

Translationto the work setting

Commitmentto personal change

Internalisationof new behaviour

“Yeah, I saw the memo”

“I understand where we need to go”

“I know how we need to do our jobs differently”

“OK, I’m ready to do it the new way”

“This is the way we do things here”

Stages of Individual Behaviour Change

Information with some involvement sufficient here

Significant involvement needed

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Change agents

– Individuals and groups who take responsibility for changing the existing behavior patterns of another person or social system.

– Sometimes hired as outside consultants.– Managers and leaders in contemporary

organizations are expected to be change agents.

Leading changeChange leaders have several important responsibilities.

• They must begin by articulating and communicating a vision of the future.

• Then, they need to determine how best to drive the change forward. Leaders also have the responsibility for putting the right structure and resources in place to make the change happen as smoothly as possible.

• Finally, they must inspire commitment to the change and monitor performance.

They must have:

1.strong personal credibility

2.Be accepted by the power structure

3. Willingness to learn

4.Willingness to take risks

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Idea Champion

A person who sees the need for and Champions productive change within

the organization

Change does not occur by itself

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Four Roles in Organizational Change

Inventor· Develops andunderstandstechnical aspects of ideas

· Does not know howto win support for the idea or make abusiness of it

Sponsor·High-level managerwho removesorganizational barriers·Approves andprotects idea withinorganization

Critic· Provides reality test

· Looks for short-comings

· Defines hard-nosedcriteria that ideamust pass

Sources: Based on Harold L. Angle and Andrew H. Van de Ven, “Suggestions for Managing the Innovation Journey,” in Research in the Management of Innovation: The Minnesota Studies, ed. A. H. Van de Ven, H. L. Angle, and Marshall Scott Poole (Cambridge, Mass.: Ballinger/Harper & Row, 1989); and Jay R. Galgraith, “Designing the Innovating Organization,” Organizational Dynamics (winter 1982) 5-25.

Champion· Believes in idea· Visualizes benefits· Confrontsorganizationrealities of cost, benefits

· Obtains financial &political support

· Overcomes obstacles

Championing an idea successfully requires roles in organizations

Ten Strategies for Employee Involvement

1. Meet regularly with employees and openly discuss the organisational changes and why they occurred

2. Recognise that employees understand that you may not have the answers to everything, but it’s important for them to feel the communications are open and honest

3. Constantly communicate clear goals and vision of the new situation

4. Encourage people to discuss fears and concerns in teams

5. Open ‘suggestion boxes’ for employees to raise questions in anonymity

6. Set up weekly lunches or other informal meetings to discuss the progress of the restructuring process

7. Whenever possible, assign roles and responsibilities in line with peoples interests

8. Develop rituals and marker events that allow people to connect

9. Involve employees affected by the changes in making decisions about what’s best for them

10. Discuss realistic career options with employees and ensure training is available for any new skills that are needed

ConclusionThe most important means of connecting the

management puzzle is people. The significant amount of change occurring in

modern organizations is leading to new working arrangements, new types of jobs, and new ways of managing them.

New forms of work also have the potential to empower workers in ways that have never been possible before and to make work both more satisfying and more productive.

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• “Make your character good for the people.“——— Prophet Muhammad (s) as narrated Al-Muwatta, Volume 47, Hadith 1

Chapter 1 © 2008 by Prentice Hall 30