Tiêu đề 15 IO Psy - Organizational Change and Development.pdf ✅

15 – Organizational Change and Development IOPSY | 2024 - 2025 | NOT FOR SALE OUTLINE 1. Managing Change a. Sacred Cow Hunts b. Employee Acceptance of Change c. Implementing Change d. Organizational Culture 2. Empowerment a. Making the Decision to Empower b. Levels of Employee Input c. Empowerment Charts d. Consequences of Empowerment 3. Flexible Work Arrangements a. Strategy 1: Full-Time Work, Flexible Hours b. Strategy 2: Compressed Workweeks c. Strategy 3: Reducing Work Hours d. Strategy 4: Working from Home 4. Downsizing a. Reducing the Impact of Downsizing b. Effects of Downsizing MANAGING CHANGE SACRED COW HUNTS Sacred Cow Hunt – employees look for practices and policies that waste time and are counterproductive ● First step in organizational change ● Ask questions such as ○ Why are we doing it? Does it add value, quality, service, or productivity? ○ What if it didn’t exist? ○ Is it already being done by someone else? ○ How and when did we start doing this? ○ Can it be done better by another person, department, or company? ● Paper Cow: unnecessary paperwork; usually forms and reports that cost organizations money to prepare, distribute, and read ● Meeting Cow: number and length of meetings ● Speed Cow: unnecessary deadlines EMPLOYEE ACCEPTANCE OF CHANGE ● Employees are often initially reluctant to change ● Stages ○ Denial: employees deny that any changes will actually take place ○ Defense: employees try to justify their positions and ways of doing things ○ Discarding: employees discard the old ways and start to accept the change as the new reality ○ Adaptation: employees test the new system, learn how it functions, and begin to make adjustments ○ Internalization: employees have become immersed in the new culture ● Important Factors ○ Evolutionary Change: continual process of upgrading or improving processes ○ Revolutionary Change: drastic changes ○ Change Agents: people who enjoy change and often make changes just for the sake of its ○ Change Analysts: not afraid to change or make changes but want to make changes only if the changes will improve the organization ○ Receptive Changers: people who probably will not instigate change but are willing to change ○ Reluctant Changers: does not instigate or welcome change, but they will change if necessary ○ Change Resistors: hate changes IMPLEMENTING CHANGE ● Process begins by creating dissatisfaction with the current system ● Work hard to reduce fear of change by providing emotional support ● Employees should be aware of and involved in all aspects of change from initial planning to implementation ● The longer it takes to change, the greater opportunity for things to go wrong and the greater chance that employees will become disillusioned ● Train employees after major change ORGANIZATIONAL CULTURE Organizational Culture – comprises the shared values, beliefs, and traditions that exist among individuals in organizations ● Also called corporate culture or corporate climate ● Establishes workplace norms of appropriate behavior and defines roles and expectations that employees and management have of each other ● Most cultures have a subculture ● The change process includes holding on to the successful elements of the present culture and adding new elements that are important Steps in Assessing the New Culture: 1 | @studywithky
● Needs Assessment ● Determining Executive Direction ● Implementing Considerations ● Training ● Evaluation of New Culture Creating Dissatisfaction with Existing Culture ● For employees to accept a new culture, the existing culture and status quo must be “upset” ● This might mean communicating to employees the future impact of continuing to “do business as usual” ● Another way is to distribute attitude surveys that ask people how satisfied they are with the organization’s goal and to suggest ideas for changes ● The key at this point is to seek input from employees in the process Maintaining the New Culture ● Rewarding current employees for successfully participating and cooperating with the new system is imperative Selection of Employees ● Selection of employees must be based on how well they epitomize the new culture ● Organizational Socialization: process whereby new employees learn the behaviors and attitudes they need to be successful in the organization ● Rituals: procedures in which employees participate to become “one of the gang” ● Symbols: communication tools that convey certain messages to employees EMPOWERMENT MAKING THE DECISION TO EMPOWER Empowerment – empowering employees can range from asking them for their opinions to giving them complete decision-making control ● Ractors in Making the Decision to Empower ○ Importance of Decision Quality: whether one decision will be better than another ○ Leader Knowledge of the Problem Area: extent to which leaders have sufficient information to make the decision alone ○ Structure of the Problem: extent to which a leader knows what information is needed and how it can be obtained ○ Importance of Decision Acceptance: degree to which it is important that the decision be accepted by others ○ Probability of Decision Acceptance: subordinate acceptance ○ Subordinate Trust and Motivation: extent to which subordinates are motivated to achieve the organizational goals and thus can be trusted to make decisions that will help the organization ○ Probability of Subordinate Conflict: amount of conflict that is likely among the subordinates when various solutions to the problem are considered Decision-Making Strategies Using the Vroom-Yetton Model ● Autocratic I: leaders use the available information to make decisions without consulting their subordinates ● Autocratic II: leaders obtain necessary information from their subordinates and then make their own decisions ● Consultative I: leader shares the problem on an individual basis with some or all of their subordinates ● Consultative II: leader share problems with their subordinates as a group ● Group I: leader shares the problem with the group and lets the group reach a solution LEVELS OF EMPLOYEE INPUT EMPOWERMENT CHARTS Empowerment Chart – chart made for each employee that shows what level of input the employee has for each task 2 | @studywithky
CONSEQUENCES OF EMPOWERMENT ● Research indicates that increased empowerment typically results in increased job satisfaction for employees in some countries but not others ● Increased responsibility can result in higher skill levels, which in turn can result in higher pay, increased job security, and increased potential to find other employment FLEXIBLE WORK ARRANGEMENTS STRATEGY 1: FULL-TIME WORK, FLEXIBLE HOURS Flextime – work schedule that allows employees to choose their own work hours ● Employees are given greater control over the hours they work ● Can be arranged in many ways, but all share the same three basic components ○ Bandwidth: total number of potential work hours available each day ○ Core Hours: hours in a flextime schedule during which every employee must work ○ Flexible Hours: part of a flextime schedule in which employees may choose which hours to work ● Gliding Time: employees can choose their own hours without any advance notice or scheduling ● Flexitour: employees have flexibility in scheduling but must schedule their work hours at least a week in advance ● Modified Flexitour: employees have flexibility in scheduling but must schedule their work hours a day in advance STRATEGY 2: COMPRESSED WORKWEEKS Compressed Workweeks – 40 hours are worked in less than the traditional five-day workweek ● Usually involve either 10 hours a day for four days or 12 hours a day for three days ● The first formal use of a compressed workweek was in 1940 ● Employees get more vacation days, have more time to spend with their families, have increased opportunities to moonlight, and have reduced commuting costs and times STRATEGY 3: REDUCING WORK HOURS Leadership – encompasses ● Allow employees to work lesser hours ● Peak-Time Pay: employees are encouraged to work only part time but are paid at higher hourly rate for those hours than employees who work full time ● Casual Work: employee works on an irregular or as-needed basis ● Job Sharing: two employees who share work hours STRATEGY 4: WORKING FROM HOME ● Completed with little or no contact with a central office or factory ● Telecommuting: employee uses computer to electronically interact with the central office ○ Ideal for such tasks as computer programming, data entry, and telemarketing ● Telebusiness Center: employees from a variety of organizations share office space close to their homes but are connected electronically to their respective organizations 3 | @studywithky
DOWNSIZING REDUCING THE IMPACT OF DOWNSIZING Signs of Problems ● Freeze the hiring of new permanent employees ○ Not fill vacancies caused by employees leaving or retiring ○ Temporary Employees: employees hired through a temporary employment agency ○ Outsourcing: process of having certain organizational functions performed by an outside vendor rather than an employee in the organization ○ Commonly outsourced functions include employee assistance/wellness programs, benefits and payroll administration, training, data processing, housekeeping, and landscaping ● Encourage employees to change careers and then help these employees learn the skills needed to make the career change ● Offer early retirement packages ● Ask employees to take pay cuts or defer salary increases ● Adjusting work schedules Employees to be Laid Off ● Layoff announcements must be done in person ● Outplacement Programs ○ Emotional Counseling (Denial, Anger, Fear Acceptance) ○ Financial Counseling ○ Career Assessment and Guidance EFFECTS OF DOWNSIZING ● Increased headaches, stomach upsets, sleeping problems, cholesterol levels, etc. ● High level of stress, substance abuse, marital problems, depression ● Survivors from downsizing suffer psychological trauma and worries that their future productivity is related to the way in which they and their not so fortunate counterparts are treated during the downsizing process REFERENCES Aamodt, M. (2016). Industrial/organizational psychology: An applied approach (8th ed.). Cengage Learning. 4 | @studywithky