1、 MSM 2002Program(1)1.Introduction2.Basics of Change 3.Current trends in China 4.Fundamental issues in Organizational Change 5.Phases in Change Processes:a model of Change6.Diagnosis:instruments and methods7.Designing a Change Program8.Structuring a Change Program MSM 2002Program(2)9.Dynamics of Chan
2、ge10.Interventions11.Implementation12.Resistance and how to handle it13.Role and position of Change agents14.Case presentations15.Integration MSM 2002Basics of ChangeqWhat is change?qDifferent ways of conducting changeqContext of organizational changeqResponses to Change MSM 2002Current trends in Ch
3、inaqPolitical shift towards more Market orientationqBoosting production and economyqOpening up to international marketqEntrance to WTOqFrom inward to outward orientationqNew identity in global politics MSM 2002“Organizations that are able to conduct changes faster and more effectively than their com
4、petitors have better chances to survive.”MSM 2002WTO and China MSM 2002Consequences?qAdvantagesqDisadvantagesqThreatsqOpportunitiesqTime scopeqPETS-dimensions MSM 2002Issues in Chinese businessqStructureqCultureqLeadership&ManagementqNew versus OldqDifferences with western style businessqDevelopment
5、qEtc.q.MSM 2002Fundamental Issues in Organizational ChangeqTypes of changeqWays of changingqDimensions of Change ProgramsqResponses to ChangeqCore principles MSM 2002Types of ChangeqImprovementqInnovationqTransformation MSM 2002Two ways of changingImposed ChangeEasyQuickShort termResistance Evoked C
6、hangeComplexLong termCommitmentSustaining MSM 2002Dimensions of Change ProgramsvStrategic considerationsvTechnical preferencesvEconomic/Financial DimensionvSocial(HR)considerationsvCultural aspects MSM 2002Small versus Large ScaleqType of businessqSize of organizationqUrgency of problems(need)qHisto
7、ry of organizationqMaturity of peopleqAttitude of Top Management MSM 2002Responses to changesqueezedTop-managementMiddle managementWorking floor/employeesresistantisolated MSM 2002Core principles (1)(How to make it work)1.Use Goal orientationThere must be Clarity about:qproblem situationqGoalsqCrite
8、ria for successqOrganizationqPlanningqControl2.Make a Good diagnosisqSeek informationqSummarizeqAnalyze qFeedback MSM 2002 Core principles (2)(How to make it work)3.Use Systems thinking:always keep the whole system in mindqStructuresqBehaviorqCulture4.Use participation for commitmentqBetter decision
9、sqStimulate motivationqIdentification with organization MSM 2002Core principles (3)(How to make it work)5.Give support in order to stimulate self-managementqUse feedbackqTrainingqFacilitate communicationqGive supportqDelegate authorities for use of resources6.Manage the Process of ChangeqAnalyse pro
10、cess continuouslyqDeal with resistance and conflictsqUse flexible planning MSM 2002Core principles (4)(How to make it work)7.Communicate intensivelyqCommunicate,communicate,communicate8.Carefully select key-personsqwho are potential alliesqWho are opinion leadersqWho will show resistanceqWho can be
11、a leader MSM 2002Phases of a Change ProgramStep 0:determine internal and external pressure/demands for changeStep 1:Make up diagnosisStep 3:Determine vision and strategyStep 4:Action Planning:design and develop the Change ProgramStep 5:Structure the Change ProcessStep 6:Determine Change dynamicsStep
12、 7:Determine Change Strategies and MethodsStep 8:ImplementStep 9:Evaluate and Adjust/Correct MSM 2002Goals Culture Structure Technology Behaviour&ProcessesOutputGroup PerformanceIndividualPerformanceQuality of Working ConditionsGroup compositionStructureTechnologyIndividualcharacteristicsGroup Behav
13、iourProcessesCultureIndividual attitudesMotivationConvictionsSourcesSourcesHuman ResourcesOrganizationlevel GrouplevelIndividuallevelENVIRONMENT Source:Harrison,1978,p.51ENVIRONMENT=influence=feedback MSM 2002Internal/external pressure/demandsleading to change Step 0Evaluate Change Results Step 7Det
14、ermine Change Strategies and Implementation methodologies Step 6Determine theChange Dynamics Step 5Structure theChange Process Step 4Design and Develop Step 3Determine Vision And StrategyStep 2Draw up diagnosis Step 1ChangeGoalsChangeSituation ChangeStrategyChange EffectivenessOrganizational Experti
15、seChange Management ExpertiseSource:Cozijnsen&Vrakking,1996.MSM 2002General DirectorLHCCpmmunist PartysOmplementation PanelDeputu General DirectorDeputy General DirectorDeputy General DirectorWeaving PlantDueing PlantGarment PlantKnitting PlantSupport Units&ServicesAdministrationFinance Dept.Import-
16、Export Dept.Materials Dept.R&D CentrePlanning&Sales Dept.Legend:Officially designed reporting lineDelegated tasks to DGD by the GD,But are subject to frequent changesOrganisation Chart of LHC MSM 2002Diagnostic Instrumentsq 7 S-modelq Organization Matrix modelq Management Effectiveness Analysisq Etc
17、.MSM 2002 Strategy System s Structure Staff Sty le Sk ills Shared ValuesStructureStaffStyleSkillsSystemsShared ValuesStrategyHard variablesSoft variablesThe 7-S model MSM 2002 The Organization MatrixPolicyTechnicalCulturalStaff/PersonnelPower/InfluenceOrganiza-tionG oals andmethodsT asks andauthorit
18、iesKno wledge andskillsStakeholdersDecision takingAutonomyO rganizationalClimateCo-operationAttitude MSM 2002Box 1:Goals and methodsCore activitiesStrategic planningMarketingFinancingetc.MSM 2002Box 2:Internal Structure (Tasks&authorities)OrganigramTask/project descriptionsNeed for informationProced
19、uresetc.MSM 2002Box 3:Knowledge and skillsFunction needsRecruitmentKnow-how Salary systemetc.MSM 2002Box 4:StakeholdersCEO/Board of directorsPressure groupsCustomers EmployeesFinancieretc.MSM 2002Box 5:Decision takingInformal structure Participation in decision takingReview of resultsConsultationNeg
20、otiationsetc.MSM 2002Box 6:AutonomyRoom for actionPersonal perspectiveStatusIndividual interestsetc.MSM 2002Box 7:Organizational ClimateVisionCommitmentElan House style etc.MSM 2002Box 8:Co-operationProblem solving Team-play Co-ordination of ideas Meeting styles etc.MSM 2002Box 9:AttitudeCreativity
21、FellowshipTrust Dedication etc.MSM 2002Management Effectiveness Analysis Measures behavior+effectiveness Scientific approach Questionnaire(111 items)21 behavioural sets Situation dependent Strategic+Feedback profiles Individual+group analyses MSM 2002 MSM 2002Vision and Strategy?MSM 2002Designing a
22、Change ProgramGrow or a Roll-out model TimingNeed&wantSkills(ability)attitude(culture)MSM 2002Change CompetenceInfrastructureStrategic ComponentOrganizationalSuccessInstitutionalComponentHumanResourcesComponentChange PolicyChange CapacityLeading PotentialSpeedWillingnessInfrastructure of Change Comp
23、etenceSource:Cozijnsen&Vrakking,1995 MSM 2002Competing Values Framework:Organizational Effectiveness (Quinn model 1)FlexibilityExternalInternalControl open systems modelRational goal modelInternal process modelHuman relations modelMeans:cohesion,moraleEnds:human resource developmentMeans:planning,go
24、al settingEnds:productivity,efficiencyMeans:flexibiity,readinessEnds:growth,resource acquisitionMeans:information management,communicationEnds:Stability,control MSM 2002Quinn model 2 MSM 20024 conditions for changing behaviourneedwantbeing allowedcan MSM 2002Roll-out change1.Preparation2.Planning3.T
25、ransition structures4.Implementation (=rolling-out)5.Reward MSM 2002Grow or Process ChangeqPreparationqPlanningqTake first stepqCheck and CorrectqTake next stepqEtc.q.qTerminate MSM 2002Dynamics of Changeq Pain and desireq Losses and gainsq Resistanceq Involvementq Motivation MSM 2002Types of LossCh
26、ange always implies losing some things.Examples of things that people might fear they could lose are:oSecurityoStatusoCompetenceoRelationshipsoSense of directionoTerritory MSM 2002Signs of ResistanceIndividual resistance:Complaints Errors Anger Disobeying and stubbornness Apathy Absence due to illne
27、ss Withdrawal .MSM 2002Signs of ResistanceOrganizational resistance:Accidents Increase in workers compensation claims Increased absenteeism Gossip Sabotage Increase in health care claims Lowered productivity MSM 2002Phases of TransitionFrom Danger to Opportunity1.Denial3.Exploration2.Resistance4.Com
28、mitment MSM 2002Phases in mourning process1.Denial2.Anger3.Hustle4.Depression5.Acquiescence6.Acceptance MSM 2002Reactions to Organizational Change (1)1.Denial“It will not be serious”“It has nothing to do with us”2.Anger“Whats wrong with what we have been doing the last few years?”“It Is this the rew
29、ard for years of hard work?”3.Hustle“Now is a bad timing,because”“Well if we were having more money”MSM 2002Reactions to Organizational Change (2)4.Depression“I give up,they will never listen to me”“They are always just doing what they like”5.Acquiescence“Actually I dont really care anymore”“I will
30、just let things happen”6.Acceptance“Actually it also has some benefits”“Well of course it was unacceptable to keep things as they were”MSM 2002How to handle these reactions?(1)1.Denial make people aware Confrontation with figures,clients,publicity,etc.Elicit reactions(make people active)2.Anger List
31、en en build rapport Show understanding for emotions Let early adaptors take initiative3.Hustle Be clear and make people accountable Communicate goals and vision Negotiate about implementation proposals MSM 2002How to handle these reactions?(2)4.Depression(silence)no return statement Take decisions a
32、nd carry them out immediately Make implementation irreversible5.Acquiescence Give support “Let us go back to work”Support process of learning and adaptation6.Acceptance Reinforce Control,evaluate and celebrate successes Use team building,make up new goals MSM 2002Dos and Donts:(Some general Basic gu
33、idelines for effective Change)1.Have a good reason for making the change2.Involve people in the change3.Put a respected person in charge of the process4.Create transition management 5.Bring in outsider help6.Provide training in new values and behavior7.Establish symbols of change8.Acknowledge and re
34、ward people MSM 2002Dos and Donts in PreparationPrepare your employeesDescribe the change as completely as you canResearch what happened during the last changeAssess the organizational readinessDont make additional changes that arent critical/necessary MSM 2002Dos and Donts in PlanningMake contingen
35、cy plansAllow for the impact on personal performance and productivityEncourage employee inputAnticipate the skills and knowledge that will be needed to master the changeSet a time table and objectives so you can measure the progress MSM 2002Transition StructuresCreate a transition management group t
36、o oversee the change(project team).Develop temporary policies and procedures during the change.Demonstrate flexibility to try new things.Loosen control and procedures.Create new communication channels.Meet frequently to monitor the unforeseen to give feedback,or to check on what is happening.MSM 200
37、2Dos and Donts in ImplementationProvide appropriate training in new skills and coaching in new values and behaviorsEncourage self-managementGive more feedback than usual to insure people always know where they standAllow for resistanceGive people a chance to step back and reflect on what is going on
38、 MSM 2002Dos and Donts in Implementation(continued)Encourage people to think and act creativelyLook for any opportunity created by the changeAllow for withdrawal and return of people who are temporarily resistantCollaborateMonitor the change process MSM 2002The Consultant Academic education Communic
39、ates well Creative thinker Ethical Has strong“network”Perseverance Socially oriented Other(discuss)MSM 2002Roles of the consultantqRESOURCE:ConnectionsExpertiseProblem solving(content)ServiceqPROCESS:Change agentCoachProblem finder/solver(processes)Social methodologySparring partnerTrainer MSM 2002S
40、kills of the ConsultantAnalytical&diagnostic Communication skills(360 degree)Influencing skills+adequate use of powerManagement skillsMarketing/sales abilitiesProblem finding/solvingSelf discipline/ethical sensibilitySocial skills MSM 2002Internal vs ExternalqCostsqCommitmentqObjectivity/Independenc
41、eqParticipates in implementationq“Political”involvementqSecond opinionqSpecific knowledge/experience MSM 2002Consultant Selecting criteriaq Professional integrityq Professional competenceFirm and consultantKnowledge of industryUnderstanding of country and cultureSkills(hard and soft)Creativity and i
42、nnovationq Rapport with consultantq Assignment designq Capacity to deliverq Ability to mobilize resourcesq Costsq Image/reputationq Other(discuss.)MSM 2002ConclusionsvDifferent actors(management levels)have different rolesvManaging change requires skills and attitudevEvery change involves gains and
43、lossesvOrganizational Change needs careful preparation and planningvRewarding is better than punishingvResistance is a natural reactionvThe Law of Transition MSM 2002People dont hate to change.People hate to be changed!MSM 20027 habits of highly successful peopleBe proactiveBegin with the end in mindPut first things firstThink Win-winSeek first to understand,then to be understoodSynergizeSharpen the sawAfter St.Covey
