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Joseph Oloba
jooloba@livingstone.ac.ug
Outline
Outline
1. Defining an organization
2. The 21st century organization
3. Flexibility
4. The individual in the organization: Motivation
5. Groups & Teams in Organizations
6. Communications in Organizations
7. Organizational Structure and Authority
“Communicative structures of
control.”
the structure,
the goal, and
the people.
Concepts
Conceptsof
oforganization
organization
Static concept
Dynamic concept
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The
The 21stcentury
21st
centuryorganization
organization
The
The21st
21stCentury
CenturyOrganization
Organization
The 21st century global business
environment is characterized by a
higher level of ambiguity than leaders
of the past have faced:
continuous uncertainty of the market,
digitalization,
information sharing,
commoditization of products and
services,
the end of a lifetime career, and
the open talent economy
The
The21st
21stCentury
CenturyOrganization
Organization
Characteristics of 21st Century
Organizations
Performance Management
Stillman (2013)
Flexibility
Flexibility
Flexibility is a term that is presumed to be
meaningful across different levels of analysis
in an organization.
Zelenovic 1982
Edwards 2005
A flexibility problem
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The
TheIndividual
Individualin
inthe
theOrganization
Organization
––Motivation
Motivation
The Individual in the Organization
The Individual in the Organization
––Motivation
Motivation
Definition
According to Staw (1983), motivation is generally
defined ‘as a prepotent state that energizes and
guides behaviour’. It is rarely measured directly, but
is inferred from changes in behavior, or even attitudes
(p. 302).
The Individual in the Organization
The Individual in the Organization
––Motivation
Motivation
Definition
Motivation refers to the degree of readiness of an
organism to pursue some designated goal, and
implies the determination of the nature and locus of
the forces inducing the degree of readiness
(Golembiewski, 1973, p.597).
The Individual in the Organization
The Individual in the Organization
––Motivation
Motivation
Definition
Extrinsic Motivation
Leadership-Central
The Individual in the Organization
The Individual in the Organization
––Motivation
Motivation
Types of Motivation
Intrinsic motivation
other examples:
Traditional Approach
- Frederick W. Taylor's work
Human Relations Approach
Human Resource Approach
The Individual in the Organization
The Individual in the Organization
––Motivation
Motivation
Approaches to Motivation
Chand (2019)
Teams
•Project teams
•Product development teams
•Quality assurance teams (quality
circles)
•Self-directed work teams (SDWT)
Communications in Organizations
Communications in Organizations
•Upward communication
•Downward communication
•Horizontal communication
•Diagonal communication
Communications in Organizations
Informal Communication –
separate from management’s
formal, official communication
channels.
•Grapevine
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Organizational
Organizationa
Structure
Structureand
and
Authority
Authority
Organizational Structure and Authority
• Organizational Architecture
– The organizational structure, control systems,
culture, and human resource management
systems that together determine how
efficiently and
effectively
organizational
resources are used.
Organizational Structure and Authority
• Organizing
– The process by which managers
establish working relationships among
employees to achieve goals.
• Organizational Structure
– Formal system of task and reporting
relationships showing how workers
use resources.
Designing Organizational Structure
• Organizational design
– The process by which managers
create a specific type of organizational
structure and culture so that a
company can operate in the most
efficient and effective way
Factors Affecting Organizational Structure
The Organizational Environment
Strategy
– Different strategies require the use of
different structures.
• A differentiation strategy needs a flexible
structure, low cost may need a more
formal structure.
• Increased vertical integration or
diversification also requires a more flexible
structure.
The Organizational Environment
Technology
– The combination of skills, knowledge,
tools, equipment, computers and
machines used in the organization.
– More complex technology makes it
harder for managers to
regulate the
organization.
The Organizational Environment
Technology
– Technology can be measured by:
Human Resources
– Highly skilled workers whose jobs
require working in teams usually need
a more flexible structure.
Human Resources
– Managers must take into account all
four factors (environment, strategy,
technology
and human resources) when designing
the
structure of the organization.
The Organizational Environment
• Job Enrichment
– Increasing the degree of responsibility
a worker has over a job
Job Enrichment
1. Empowering workers to experiment
to find new or better ways of doing
the job
2. Encouraging workers to develop
new skills
3. Allowing workers to decide how to
do the work
4. Allowing workers to monitor and
measure their own performance
The Job Characteristics Model
• Function
– Group of people, working together,
who possess similar skills or use the
same kind of knowledge, tools, or
techniques to perform their jobs
Grouping Jobs into Functions
• Functional Structure
– An organizational structure composed
of all the departments that an
organization requires to produce its
goods or services.
Functional Structure
• Advantages
• Product Structure
– Managers place each distinct product
line or business in its own self-
contained division
– Divisional managers have the
responsibility for devising an
appropriate business-level strategy to
allow the division to compete
effectively in its industry
Product Structure
• Allows functional managers to
specialize in one product area
• Division managers become experts
in their area
• Removes need for direct supervision
of division by corporate managers
• Divisional management improves the
use of resources
Types of Divisional Structures
• Geographic Structure
– Divisions are broken down by
geographic location
• Global geographic structure
– Managers locate different divisions in
each of the world regions where the
organization operates.
– Generally, occurs when managers are
pursuing a multi-domestic strategy
Types of Divisional Structures
• Market Structure
– Groups divisions according to the
particular kinds of customers they
serve
– Allows managers to be responsive to
the needs of their customers and act
flexibly in making decisions in
response to customers’ changing
needs
Matrix Design Structure
• Matrix Structure
– An organizational structure that
simultaneously groups people and
resources by function and product.
• Results in a complex network of superior-
subordinate reporting relationships.
• The structure is very flexible and can respond
rapidly to the need for change.
• Each employee has two bosses (functional
manager and product manager) and possibly
cannot satisfy both.
Matrix Structure
Product Team Design Structure
• Decentralizing authority
– giving lower-level managers and non-
managerial employees the right to
make important decisions about how
to use organizational resources
Decentralizing Authority
• Disadvantages
– Teams may begin to pursue their own
goals at the expense of organizational
goals
– Can result in a lack of communication
among divisions
Integrating Mechanisms
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Organizational
Organizational
Culture
Culture
Organizational Culture
• Organizational culture
– shared set of beliefs, expectations,
values, and norms that influence
how members of an organization
relate to one another and cooperate
to achieve organizational goals
Organization, Teamwork &
Communication
Organizational Culture
Organizational Culture –
•Formal expression
•Informal expression
Organization, Teamwork &
Communication
Organizational Culture –
•Formal expression
•Mission statement
•Code of ethics
•Manuals
•Ceremonies
•memoranda
Organization, Teamwork &
Communication
Organizational Culture –
• Informal Expression
•Dress code
•Work habits
•Extracurricular activities
•Stories
Organization, Teamwork &
Communication
Organizational Culture –
satisfying the needs &
expectations of stakeholders
• In a centralized organization:
– people have little autonomy
– norms that focus on being cautious,
obeying authority, and respecting
traditions emerge
– predictability and stability are
desired goals
Organizational Structure: Culture
Thoughts?
Strategic Importance of
Organizational Diversity
• Improves
– Corporate culture
– Recruitment
– Relationships with clients and customers
Cause of Does not address the cause Attempts to uncover the root causes
Problems of problems of diversity problems
Multicultural
Organization
Plural
Organization
Monolithic
Organization
Forces of Change
• Changing workforce demographics –
percentage by race, age and sex
• Increase in the service economy
• Global economy
• Requirements for teamwork
High-Involvement Organizations
• Commitment to the
Individual organization
Outcomes • Job involvement
• Satisfaction
Organizational • Productivity
• Return on equity
Outcomes • Market performance
The Case of France
• Religious discrimination
• Discrimination issues in hiring
• Promotional issues
• Thoughts on the policy of not collecting data on race and
ethnicity or no affirmative action laws?
• Thoughts on what these companies are doing?
Experiencing
Strategic OB
Roadblocks to Diversity
Prejudice and Discrimination
Prejudice Discrimination
Modern Racism
Stereotypes
A generalized set of beliefs
about the characteristics of a
group of individuals
People with
Women White Men
Disabilities
• Tough to dispel
• Guide what information
we look
for, process and
remember
• Seems to be an
enduring human
quality – everyone has
some stereotypes
Women, Work and Stereotypes
Experiencing
Strategic OB
Social Identity
A person’s knowledge that he or she belongs
to certain social groups, where belonging to
those groups has emotional significance. Key
Points:
• Person’s social identity becomes more salient and noticeable
when in the minority on an important dimension
• Having a social identity different than the majority may make
people feel they have to behave in ways that are unnatural
for them in certain contexts
• Minority group members often fear losing their social identity
• People often evaluate others based on their membership in
social groups
Sample Self-Identity Structures
Expert Formal
Knowledge Position
Control
Being
Rewards and
Irreplaceable
Resources
Ascribed Status
Status and power that is assigned by cultural
norms and depends on group membership
• High-status individuals speak more and use
stronger influence tactics than members of low-
status groups
• People belonging to groups with different
amounts of power and status may avoid
interacting with one another and may form
cliques with members of their own groups
Communication Problems
• Different languages
• Different levels of fluency in the dominant
language
• Excluding those who don’t speak the language
Communication Disagreement
Among Cultures
Av nc
era tio
Percentage of people who are
Ma
Fu
Fin
ge ns
female and/or racial and ethnic
rk
Sa
e ti
a
All
minority group members
le
nc
HR
ng
s
e
Top Management 0% 0% 2% 0% 0.5%
0% 1% 10% 2% 3.25%
Middle Management
Av unc
era tio
Ma
F
Percentage of people who are
Fin
ge n s
rke
female and/or racial and ethnic
Sa
a
All
ti n
nc
minority group members
HR
le
g
e
s
Top Management 35% 35% 35% 35% 35%
Principles
• Pause to short circuit the emotion and reflect
Managerial • Connect with others in ways that affirm the
Advice importance of relationships
• Question interpretations and explore blind spots
• Obtain genuine support that doesn’t necessarily
validate initial points of view but rather helps in
gaining a broader perspective
Thoughts? • Shift the mindset
Integration with the
Strategic Plan
Common measures of diversity
effectiveness include:
• Increased market share and new
customer bases
• External awards for diversity efforts
• Associates’ attrition rate
• Associates’ work satisfaction
• Associates’ and managers’ satisfaction
with workplace climate
Associate Involvement
• Discussion groups from
a cross-section of staff
• Employee satisfaction
surveys
• Cultural diversity audits
• Informal employee
feedback hotlines
• Develop and support
affinity groups – groups
that share common
interests
• Provide training
Diversity Initiatives
• Recruiting
• Retention
• Development
• External partnerships
• Communication
• Training
• Staffing and infrastructure
The Strategic Lens
1. How does organizational diversity contribute
to an organization’s competitive advantage?
2. What actions are required to create diversity
in an organization, particularly in one that has
homogeneous membership at present?
3. How does diversity in an organization affect
its strategy?
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Managerial
ManagerialDecision
Decision
Making
Making
The Decision-Making Process
• Decision -
making a
choice from two
or more
alternatives
The Decision-Making Process
• For instance:
• Top level managers make decisions about their organization’s
goals, where to locate manufacturing facilities, or what new
markets to move into.
• Making decisions isn’t something that just managers do, but our
focus is on how managers make decisions
The Decision-Making Process
The Decision-Making Process
• Assumptions of Rationality
– The decision maker would be fully objective and
logical
– The problem faced would be clear and
unambiguous
– The decision maker would have a clear and
specific goal and know all possible alternatives
and consequences and consistently select the
alternative that maximizes achieving that goal
– and decisions are made in the best interests of
the organization.
Making Decisions: Bounded
Rationality
b) Bounded Rationality - decision making that’s
rational, but limited (bounded) by an individual’s ability to
process information. Because they can’t possibly analyze all
information on all alternatives there for:
- managers satisfice, rather than maximize. :That is, they
accept solutions that are “good enough.” They’re being rational
within the limits (bounds) of their ability to process information.
• Its establishes general parameters for the decision maker rather than
specifically stating what should or should not be done.
Power
Dark and gloomy?
Political
Behavior
Introduction
• Political behavior pervades
organizational life
• Focuses on developing and using
power in an organization
• Often gives power to people who do
not have it from their organizational
position
Power
• Power: ability to get something done
the way a person wants it done
• Includes the ability to gather physical
and human resources and put them to
work to reach a goal
• Essential to leadership and
management functions
Power
• More than dominance: a capacity to
get something done in an organization
• Central feature of political behavior
• Unavoidable presence in
organizations
Power
• Facets of power
– Potential power: one party perceives
another party as having power and the
ability to use it
– Actual power: the presence and use of
power
– Potential for power: person or group
has control of resources from which to
build power
Power
• Power relationships: moments of social
interaction where power manifests itself
• Dimensions of power relationships
– Relational: social interaction between
people and groups
– Dependence
• Reliance of one party on another party
• High power when valued results not
available elsewhere
– Sanctioning: use of rewards or penalties
Power
• Power and authority
– Different concepts although a person can
have both
– Authority usually flows from a person’s
position in an organization
– Power can accrue to people at any level
Power
Power flows
Cross-functional
relationships
Power
• Power dynamics
– Dynamic not static; rises and falls for
people and groups
– Shifts in environment can change power
of person or group
• Marketing: successful product--power goes
up; lose market share--power goes down
• Technology: as it increases in importance,
people who know it become more powerful.
The opposite happens as importance of
technology drops
Bases of Power
• Bases of power: aspects of formal
manage-ment position and personal
characteristics
– Organizational bases of power:
sources of power in formal management
position
– Personal bases of power: sources of
power in a manager’s personal
characteristics
• Accumulate to a total power base
Power
• Organizational bases of power
– Legitimate power
• Derives from position
• Decision authority
– Reward power
• Tie positive results to a person’s behavior
• Organization’s reward system and policies
Power
• Organizational bases of power (cont.)
– Coercive power
• Tie negative results to a person’s behavior
• Organization’s reward system and policies
– Information power
• Information control
• Information distribution
Power
• Organizational bases of power (cont.)
– All management positions have some
organizational basis of power
– Minimally have legitimate power
– Reward and coercive power depend on
organi-zational policies about rewards and
sanctions
– Assume the power in the position but it
stays after person leaves the position
Power
• Personal bases of power
– Referent power: positive feelings about
the leader. Related to charisma
– Expert power: technical knowledge and
expertise
– Flow from the attributes and qualities of
the person
– Strongly affected by attribution
processes
Power, Leadership,
and Management
• Essential to leadership and
management
• Much more than dominance
• Capacity to get things done
Power, Leadership,
and Management
• Behavior of powerful leaders and
managers
– Delegate decision authority
– See people’s talents as a resource
– Can change people’s working conditions
– Get resources and information for work
group
– Take risks
Power, Leadership,
and Management
Results
Highly effective
Increases total power of the work group
Increases people’s promotion opportunities
Power, Leadership,
and Management
• Behavior of powerless leaders and
managers
– Supervise closely
– Do not delegate decision authority
– Often distrust subordinates
– See people’s talents as a threat
– Stick to the rules
Power, Leadership,
and Management
• Behavior of powerless leaders and
managers (cont.)
– Do not take risks
– Strongly focus on the work
– Protect his or her territory
Results
Ineffective
Low total power of work group
Decreases people’s promotion opportunities
Power, Leadership,
and Management
Deception Lying
Organizational
politics
Intimidation
The Dark Side of
Organizational Politics
• Deception
– See the Machiavelli quotation on page
293
– Trick another party into picking wrong
decision alternative
– Personal goals more important than
organizational goals
Manager does not want change and
asks for an endless series of studies
The Dark Side of
Organizational Politics
• Lying
– Intentional misstatement of the truth
– Trying to mislead other party
– Distorts information in favor of the liar
– Can have long-term negative effects if
discovered
• Guidelines (cont.)
– Right of due process should not be
violated while the political behavior
unfolds
– Administration of policies should allow
fair treatment of all affected people
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Managing Technology
ManagingTechnology
Technology and Innovation
• Technology
– The
systematic
application of
scientific
knowledge to
a new
product,
process, or
service.
Technology and Innovation
• Innovation
– change in method or technology
– positive, useful departure from previous
ways of doing things.
Forces Driving
Technological Development
1. Must be a need, or demand, for the
technology
2. Meeting the need must be theoretically
possible, and the knowledge to do so
must be available from basic science
3. Must be able to convert the scientific
knowledge into practice in both
engineering and economic terms
Forces Driving
Technological Development
4. The funding, skilled labor, time,
space, and other resources needed
to develop the technology must be
available
5. Entrepreneurial initiative is needed
to identify and pull all the necessary
elements together.
Technology Life Cycle
• Technology life cycle
– A predictable pattern followed by a
technological innovation, from its
inception and development to market
saturation and replacement.
Technology Life Cycle
Technology Dissemination
Pattern and Adopter Categories
Diffusion of Technological
Innovations
Innovator
s
Early
Laggards Adopters
Late Early
Majority Majority
Diffusion of Technological
Innovations
• An innovation will spread quickly if it
– Has a great advantage over its predecessor
– Is compatible with existing systems,
procedures, infrastructures, and ways of
thinking
– Has less rather than greater complexity
– Can be tried and tested easily without
significant cost or commitment
– Can be observed and copied easily
Advantages and Disadvantages of
Technology Leadership
Technology Followership
• A manager’s decision on when to
adopt new technology also depends
on the potential benefits of the new
technology, as well as the
organization’s technology skills
• Following the technology leader can
save development expense
Dynamic Forces of a Technology’s
Competitive Impact
Assessing Technology Needs
• Technology audit
– Process of
clarifying the key
technologies on
which an
organization
depends
Measuring Current
Technologies
• Emerging • Pacing
technologies technologies
are still under have yet to prove
development their full value but
and thus are have the potential
unproved to alter the rules
of competition by
providing
significant
advantage
Measuring Current
Technologies
• Key • Base
technologies technologies
have proved are those that
effective, but are
they also provide commonplace in
a strategic the industry;
advantage everyone must
because not have them to be
everyone uses able to operate
them
Question???
What is the process of comparing the
organization’s practices and technologies
with those of other companies?
A. Benchmarking
B. Quality control
C. Scanning
D. Environmental scanning
Assessing External
Technological Trends
• Benchmarking
– the process of comparing the
organization’s practices and
technologies with those of other
companies
Assessing External
Technological Trends
• Scanning
– focuses on what can be done and what
is being developed
– places greater emphasis on identifying
and monitoring the sources of new
technologies for an industry
Key Factors to Consider in
Technology Decisions
Technology feasibility
Economic viability
Organizational suitability
Framing Decisions about
Technological Innovation
Sourcing and Acquiring
New Technologies
• Make-or-buy decision
– The question an organization asks itself
about whether to acquire new technology
from an outside source or develop it
itself.
Sourcing and Acquiring
New Technologies
• Internal • Technology trading
development • Research
• Purchase partnerships and
• Contracted joint ventures
development • Acquisition of the
• Licensing owner of the
technology
Sourcing and Acquiring
New Technologies
Managers should ask the following basic questions:
1. Is it important (and possible) in terms of
competitive advantage that the technology
remain proprietary?
2. Are the time, skills, and resources for
internal development available?
3. Is the technology readily available outside
the company?
Technology Acquisition Options
Question???
Which executive is in charge of
information technology strategy and
development?
A. COO
B. CEO
C. CTO
D. CIO
Technology and Managerial Roles
• Technical innovator
– A person who develops a new
technology or has the key skills to install
and operate the technology
• Product champion
– A person who promotes a new
technology throughout the organization
in an effort to obtain acceptance of and
support for it.
Technology and Managerial Roles
• Executive
champion
– An executive who
supports a new
technology and
protects the
product champion
of the innovation.
Requirements for Innovation
Organizing for Innovation
• Development project
– A focused organizational effort to create
a new product or process via
technological advances
Organizing for Innovation
• Sociotechnical systems
– An approach to job design that attempts
to redesign tasks to optimize operation
of a new technology while preserving
employees’ interpersonal relationships
and other human aspects of the work
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Overview
• Anticipating change
• Developing consultant-client
relationships
• Diagnosis
• Planning
• Action
• Evaluating & Stabilizing
Intervention Strategies and
Techniques
• Behavioral
– Sensitivity Training
– Survey Feedback
– Process Consultation
– Team Building
• Structural
– Redesigning the organization
• Technical
– Redesigning the way work is done
Ingredients for Successful Change
CHANGE
Help is available to Support Change!
Organizational
effectiveness
Time
Context for change
• Organizational transformations can be
disruptive
Before
Established systems
Solidified culture
Organizational
effectiveness High level of effectiveness
Time
The Transformation Point
• Low stability: high chaos
• High emotional stress
• Control becomes a major issue
• High undirected energy
• Glorifying the past
• Conflict increases
• Resistance starts to build
Organizational Culture
• Culture consists of the norms,
values, beliefs, expectations,
behaviors and assumptions that
exist in an organization
Organizational Culture
• “Corporate culture is real and powerful.
• It’s also hard to change, and you won’t
find much support for doing so inside or
outside your company.
• If you run up against the culture when
trying to redirect strategy, attempt to
dodge.
• If you must meddle with the culture
directly, tread carefully and with modest
expectations”
Change Roles
• Executive Sponsorship
– Legitimizes the change
• Sustaining Sponsor
– Represents the executive sponsor
• Change Agent
– Sees the need for change but can not
legitimize it
• Stakeholder
– Supports the change
• ( in beliefs, skills, behaviors, etc)
Change Sponsors: Executive Sponsor
• HEAD
– Clear understanding of business case for change
– Clear understanding of changes impact
– Aware of own personal power to make change
– Realistic understanding of organizations true capability to reach desired level of
change
• Hands
– Initiates objectives, goals, deliverables and scope of the project
– Maintains validity of business case until change conclusion
– Displays strong public and private support for change
– approves work plans and activities
– Defines roles/ responsibilities for project teams
• Heart
– Believes in change
– communicates with others to help them understand how change will impact them
– Motivates and rewards change supporters
– Builds and environment to reduce change resistance.
Change Agent
• Anticipates who will lose what
– predicts resistance points
• Plans for the resources people will need to
successfully change
• Effectively communicates the what , when, why
and how of the change
• Creates a change -monitoring system to check
whether plans are being put into action
• Prepares to facilitate the change rather than just
make the change happen
• Looks at how he / she will need to change to
work effectively in the new system.
Stakeholders
Hopeful Realism
Informed (Hope)
Pessimism Informed
(Doubt) Optimism
(Confidence)
Uniformed
Optimism Completion
(Certainty) (Satisfaction)
Responses to Change
“Negative Responses to change”
Acceptance
Active Anger
R
e Bargaining
s
i Stability
s
Denial
t
Testing
a Immobilization
n
c
e
Depression
Passive Time
Individual Change Response
Denial
P Commitment
r
o
d
u
c
ti
v
it
y
Resistance Exploration
Denial
P Commitment
r What you
What you Hear
What you See
o see Silence
What you hear
It will never happen Future
d Indifference Orientation How can I contribute
It wont affect me
u Disbelief Initiative Lets get on with it
c Avoidance Self-efficiency
ti Confidence
v What you see
it What you see What you Hear Energy What you hear
y Anger It wont work Risk taking Optimism
Complaining It used to be… Tentativeness
I’ve got an idea
Glorifying the The data is Impatience
Lets try…
past flawed.. Activity without
focus What if ….
Skepticism
Unwillingness
to participate Resistance Exploration
• Resistance is a
Normal Reaction to
Disruption and
Real or Perceived
Loss
Question?
• What resistance to change have you
encountered in the past ?
Sources of Resistance
• Aptitude
– Is unable to make the change
• Attitude
– Doesn’t want to make the change
See change as
Fear the unknown
more work
Don’t want to accept the death
Fear inability to
of the old ways ( preservation
develop the new
of the past)
skills required
Have “scars” from prior
Don’t understand
changes
what it will take to
be successful in
the future state
Sources of Resistance: Attitude
Lack of Motivation
Differing Assessments
Silence Withdrawal
Intellectualizing
Endless Questions
Details
Ignore IT
Details
Deny It
Details
Glorify the Past
The Faces of Resistance
Active Passive
Because it is out in the When resistance is Hidden, it
open, active resistance can go unnoticed and
is more constructive undermine efforts to
and easier to manage transform an organisation
than its underground
counterpart
Faces of Resistance
• Passive
• Active
– Withholding info
– Deliberate – Procrastination/ Delays
opposition – No confrontation, but
– Hostility still no productivity
– Not attacking solution,
– Agitating others but not supporting either
– Failing to report – Over-complicating the
problems new way
– “We’ve always don it this
– Problem denial way
– Chronic quarrels
– “This won’t work”
Managing Resistance
Chaos
Include
Degree of
Involvement Best case
Consult
Inform
Fine tuning Major Transformation
Degree of Change
Managing Resistance: Aptitude
• Identify needed Knowledge and skills
• Provide a training / development
program
• Create opportunities to practice without
consequences
• Reward demonstrations of new abilities
• Mentor and model desired behaviors
and skills
• Monitor workloads to ensure they
remain realistic
Managing Resistance: Attitude
• Ensure people understand why change
is needed- the business case for change
• Put the change into the context of the “
Big Picture” link it to other changes
• Convey a compelling vision for the future
• If possible, personalize benefits of the
change
• Establish rewards, recognition,
incentives and performance objectives
that support change objectives
Managing Resistance: Raising
Thresholds for Change
• Communication
– Preview, view and review
– Ensure regular, timely information
distribution
– Communicate with the audiences “needs” in
mind
– Clarify what is not changing along with what
is
• Participate
– Involve people in decision making
– Seek out and use ideas and opinions
Raising Thresholds for Change
• Facilitate ( Change)
– Understand People
• Find out how people are doing along the
way, not just at the end
• Provide opportunities for two way
communication and “Venting”
• Don’t just hear Listen!
– Find supporting people
• Leverage the help of those who commit
early
• Create a change infrastructure.
Stakeholder: A Definition
Denial Commitment
Provide frequent consistent Provide guidance, support and
P messages recognition
r Confront without threatening Provide frequent feedback on
o Demonstrate visible signs of progress
change
d Enroll those here as advocates
Clarify what is and what is not to assist others
u changing Be careful not to overload or
c Address rumors and burn out
ti misinformation
Resistance Exploration
Vision
What the organization will look like in the future
• Communicate, communicate,
communicate
• Align communication to the business case
and vision for change
• Communication must be:
– Consistent
– Frequent
– Tailored to the stakeholder group
• Use varied, but existing channels to
communicate to stakeholders
What is Performance
Management
• A method to Link employee actions
and behaviors to company
strategies and goals using systems
that define, monitor, measure, report
on, improve and reward desired
employee performance
Why is Performance Management Important in
successful Change Implementation?
Flexibility
Mentor Innovator
External Focus
Internal Focus
Facilitator Broker
Monitor Producer
Coordinator Director
Control
How Companies are Changing
“Cool” Companies“Old” Companies
• Believe
Think casual
casual Fridays
days are
are pitiful
• progressive
Charge employees for perks and incentives
• Believe titleson
Hold events areemployee
obsolete time
•• Don't
Have impose
flex time:onbut
employees'
only between 7:30 a.m. and 6:30 p.m.
• personal time results from their employees
Hide financial
•• Allow staff to
Encourage come and
employee go -- but rarely act on it
input
as they please
• Employ rigid hierarchies (chain of command)
• Offer all employees stock
• Stop at “open door” policies
options
• Let employees make
decisions that affect their
work
• Offer assistance with
childcare
• Have minimal bureaucracy
(red tape)
Challenges Facing the Workplace
Organizational Level
• Productivity
• Developing effective employees
• Global competition
• Managing in the global village
Group Level
• Working with others
• Workforce diversity Workplace
Individual Level
• Job satisfaction
• Empowerment
• Behaving ethically
Today’s Challenges
in the Workplace
• Challenges at the
Organizational Level
– Productivity
– Effectiveness
– Efficiency
Developing Effective Employees
Organizational Citizenship
Behavior (OCB)
– Discretionary behavior that is
not part of an employee’s
formal job requirements, but
that nevertheless promotes the
effective functioning of the
organization.
Putting People First
• Committed workforce and
positively affects the bottom line.
The Organization
Change
Organizational culture
Decision making
The Group Leadership
Power and politics
Negotiation
Conflict
Communication
The Individual Groups and teams
Groups and teams
Motivating self and others
Emotions
Values and attitudes
Perception
Personality
How will knowing OB make a
Difference?
• For Managers
• For Individuals
Toward an OB Discipline
Behavioural Contribution Unit of Output
science analysis
Learning
Motivation
Perception
Training
Leadership effectiveness
Job satisfaction
Psychology Individual decision making
Performance appraisal
Attitude measurement
Employee selection
Work design
Work stress
Individual
Group dynamics
Work teams
Communication
Power
Conflict
Intergroup behaviour
Sociology
Behavioural change
Attitude change
Social psychology Communication
Group processes
Group decision making
Organization
Comparative values system
Comparative attitudes
Cross-cultural analysis
Anthropology
Organizational culture
Organizational environment
Conflict
Political science Intraorganizational politics
Power
The Rigor of OB
• OB looks at consistencies
• OB is more than common sense
• OB has few absolutes
• OB takes a contingency approach
Research Methods in OB
Source: J. R. Schermerhorn, J.G. Hunt, and R. N. Osborn, Organizational Behaviour, 9th
Edition, 2005, p. 4. Copyright © 2005 John Wiley & Sons, Inc. Reprinted with the
permission of John Wiley & Sons, Inc.
Bottom Line: OB Is For Everyone