Mata kuliah
Dosen Pembuat
Tahun
: J0754 - Pengelolaan Organisasi Entrepreneurial
: D3122 - Rudy Aryanto
: 2009
Mengelola Perubahan dan
Pembelajaran Organisasi
Chapter 25
Learning Objectives
– Describe the seven-step model of organizational change
– Describe sources of change and alternative change
management
– Discuss the ethical issues that arise
in organizational development practices
– Compare alternative interventions that can improve performance
– Identify major reasons people resist change
Managing Change
A Proactive Behavior
Learning Principles and Change
• Principles of learning
– Unfreezing old learning
– Movement to new learning
– Refreezing the learned behavior
Change Agents
• An intervener who…
– Brings a different perspective to a situation
– Challenges the status quo
• The success of a change program
rests heavily on…
– The relationship between the change agent and key decision
makers
Types of Change Agents
Internal
External-Internal
External
Why People Resist Change
• Rational or irrational reaction to
– Uncertainty
– Actual, perceived, or imaged threats
•
•
•
•
•
Parochial self-interest
Misunderstanding
Lack of trust
Different assessments
Low tolerance for change
Reducing Resistance to Change
• Employee resistance can be reduced by utilizing:
–
–
–
–
–
–
Education and communication
Participation and involvement
Facilitation and support
Negotiation and agreement
Manipulation and cooptation
Explicit and implicit coercion
Model for Managing Change
Forces for change
Environmental
• Market
• Technology
• Resources
Internal
• Behavior
1
• Processes
Performance
outcomes
Diagnosis of
the problem
Organizational
Affect Group
Individual
Information
Encourage Participation
Change agent
Implementation
Followed
Leadership climate by
Formal organization
Organization culture
5
Feedback
Leads
to
Structural
Skill/attitude
Behavioral
3
2
Limiting Conditions
Selection of
appropriate
intervention
Provision
for
Timing
Scope
Experimentation
6
Feedback
4
Evaluation
of method
Feedback
Adjustment
Revision
Reinforcement
7
Forces for Change
• Environmental Forces
– Economic
– Technological
– Social/political
• Internal Forces
– Process problems
– Behavioral problems
Diagnosis of a Problem
• Change agents facilitate a diagnosis
– Gathering, interpreting, and presenting data
– There is no formula for accurate diagnosis
• Questions that can point to the right direction:
– What is the problem, as distinct from the
symptoms of the problem?
– What must be changed to resolve the problem?
– What outcomes (objectives) are expected
from the change?
– How will those outcomes be measured?
Data Collection Process & Techniques
• Processes and techniques…
–
–
–
–
–
Questionnaire
Direct observation
Interviews
Workshops
Examination of
documents and records
Intervention
Intervention –
A specific action or program
undertaken to focus the change
process on particular targets.
Depth & Approach of Change
• Depth of intended change
– Scope and intensity of organizational change efforts
• Approaches to achieving change
– Structural
– Behavioral
– Technological
Alternative Change Techniques
• Structural Change
– Change the nature of jobs
– Change the bases for departmentalization
– Change line-staff relationships
• Behavioral Change
– Team building
– Diversity training
• Technological Change
– New ways of transforming resources
into products or services
Technological Change Techniques
Flexible
manufacturing
systems
Robotics
Automation
Wireless
Connectivity
High-Tech Disappointments
• High-tech changes often disappoint
– Structural changes not implemented
– Behavioral changes lacking
• Employee training
• Compensation
• Management style
Anticipated Outcomes of Change
Structural
changes
Initiator of
change: internal
and/or external
change agent
Behavioral
changes
Technological
changes
Work simplification
Job enrichment
Job description
Departmentalization
Team building
Cross-cultural understanding
Managing diversity
Robotics
Automation
Wireless connectivity
Satisfaction
Morale
Performance
Communications
Attitudes
Self-awareness
Problem solving
Efficiency
Output
Quality
Appreciative Inquiry
• A method of focusing on and bringing about positive
change
– Uses metaphors and narratives to strengthen an individual or
organization’s ability to anticipate, seize, or initiate positive
potential
– A positive approach to change that completely lets go of
problem-based management
– Individual engagement to bring about creative solutions
Framework for Appreciative Inquiry
1
2
3
4
Discovery
Phase
Dreaming
Phase
Designing
Phase
Delivery
Phase
Identifying
everything
that is the
best of
“what is”
Thinking
about what
the
“possibilities”
are
Discussing
and
analyzing
what
“should” be
Creating
clear
objectives
of “what is
going to be”
Trends in Organizational Change
Downsizing
Flextime
Empowerment
Virtual Jobs
Limiting Conditions
• Selection of a change technique…
– Based on diagnosis of the problem
– Tempered by the conditions at the
time an intervention is to occur
• Conditions to consider…
–
–
–
–
Leadership climate
The formal organization
The organizational culture
Resistance to change
Implementing & Evaluating Change
• The implementation of proposed change has two
dimensions:
– Timing — when to make the change
– Scope — how much change to make
• Feedback should be solicited during
the monitoring phase
– It helps determine the success of the change
Ethical Issues of Change
• Change itself is not unethical
– It creates opportunities for unethical behavior
• Ethical choices are always guided by the underlying
values of management
– Employ and empower managers
who create and foster a culture that encourages ethical behavior
Guidelines for Managing Change
• Everyone involved must have…
– High and visible commitment to the effort
– Advance information that lets them know what is to happen and
why they are being asked to do what they are to do
• The change effort…
– Must connect to other parts of the organization, especially
evaluation and reward systems
– Should be directed by line managers and assisted by a change
agent, if necessary
Guidelines for Managing Change
• For a change to be effective…
– The effort must be based on good diagnosis and
consistent with the conditions in the organization
– Management must remain committed to the effort
through all its steps
– Evaluation is essential and must consist of more than
asking people how they felt about the effort
– People must see the connection between the effort
and the organization’s mission and goals
– Change agents, if used, must be competent and
perceived as such
The Learning Organization
• Learning is a key ingredient in…
–
–
–
–
Growing
Becoming more effective
Becoming more socially responsible
Sustaining the business’s value proposition
A Learning Perspective
• Scanning the environment
• Performance issues
• Metrics
• Experimental philosophy
• Transparency
• Education
• Operational variety
• Multiple advocates
• Engaged leaders and role models
Manager’s Role in Learning Organizations
• Managers who also lead can create or contribute to the
learning environment
– Build a commitment
to learning
– Work to generate
ideas with impact
– Work to generalize
ideas with impact
Manager’s Role in Learning Organizations
• Sustaining a learning organization requires
–
–
–
–
A commitment to learning
Generation & implementation of creative ideas
Building cohesive teams
Fostering collaboration and support
• What is learned must be implemented
in order to execute a change
– Managers must be decisive and action oriented
Converting a Traditional Organization
• Change the way information and experienced are used
– Change the way information is sought, used, stored and
reviewed
– Information must be shared, available,
and transparent
– Actively work to make information, new ideas, and creativity part
of the culture