1. MANAGING CHANGE
CHAPTER-9

2. CONTENT CHANGE AT WORK RESISTANCE TO CHANGE
IMPLEMENTING CHANGE SUCCESSFULLY
METHOD FOR DEALING WITH RESISTANCE TO CHANGE

3. CHANGE AT WORK
Change is any alteration occurring in the environment that affects the ways in which employees must act.
These changes may be planned or unplanned, catastrophic or evolutionary, positive or negative, strong or weak, slow or rapid and stimulated either internally or externally.

4. Regardless of their source, nature, origin, pace, or strength, changes can have profound effects on their recipients.
Organizations tend to achieve an equilibrium in their social structure (a state of relative balance between opposing forces)
When employees are unable to make adequate adjustments, the organization is in a state of unbalance or disequilibrium.

5. This disequilibrium highlights a dilemma for managers.
On the one hand the managers role is to introduce continual organizational changes so as to bring about a better fit between the firm and its environment.
Here, the managers role is to be proactive- anticipating events, initiating change and taking control of the organization's destiny.

6. RESPONSES TO CHANGE
Roethlisberger explained the responses to change in the following manner:
Each change is interpreted by individuals according to their attitudes.
The way that people feel about a change is one factor that determines how they will respond to it.
These feelings are caused because of an individuals personal history and the other is the work environment itself.

7. Hawthorne explained the group response to change, later was called the Hawthorne effect.
The Hawthorne effect means that the mere observation of a group- or more precisely, the perception of being observed and one’s interpretation and its significance –tends to change the group.
When people are observed, or believe someone cares about them, they act differently.

8. COSTS AND BENEFITS All changes are likely to have some costs.
Because of the costs associated with change, proposals for change are not always desirable. They require careful analysis to determine usefulness.
Unless changes can provide benefits above costs, there is no reason for the changes.
The organizational goal always is benefit greater than costs.

9. RESISTANCE TO CHANGE
Resistance to change consists of any employee behaviors designed to discredit, delay, or prevent the implementation of a work change.
Employees resist change because it threatens their needs for security social interactions, status, competence or self-esteem.

10. The perceived threat stemming from a change may be real or imagined, intended or intended, direct or indirect, large or small. Regardless of the change, some employees will try to protect themselves from its effects.
Their actions may range from complaints, foot-dragging and passive resistance to passionate arguments, absenteeism, sabotage and work slowdowns.

11. REASONS FOR RESISTANCE
Employees may resist changes for three broad reasons.
First, they may feel uncomfortable with the nature of change itself. It may violate their moral belief system, they may believe the decision is technically incorrect.
People may resist change because of their fear of the unknown, threats to their job security, or the lack of a demonstrated problem.

12. Second reason for resistance stems from the method by which change is introduced. People may resent having been ill-informed, or they may reject an insensitive and authoritarian approach that did not involve them in the change process.

13. Third reason for resistance is the inequity experienced when people perceive themselves being changed while someone else appears to gain the benefits of the change.
Their resistance will be even more intense if all three reasons exist.
People disagree with the nature of the change, dislike the method used and do not see a personal gain for themselves.

14. Types of Resistance
There are three different types of resistance to change. These types work in combination to produce each employee’s total attitude toward a change.
Logical resistance
Psychological resistance and
Sociological resistance

15. Logical resistance is based on disagreement with the facts, rational reasoning, logic and science. Logical resistance arises from actual time and effort required to adjust to change, including new job duties that must be learned.

16. Psychological resistance is typically based on emotions, sentiments and attitudes. Psychological resistance is internally logical from the perspective of the employees attitudes and feelings about the change. The employees may fear the unknown, mistrust management’s leadership or feel that their security and self-esteem are threatened. Even though management feels that these feeling are not justified.

17. Sociological resistance also is logical, when it is seen as a product of a challenge to group interests, norms and values. Since social values are powerful forces in the environment, they must be carefully considered. There are political coalitions, labor union values and even different community values.

18. Implementing changes successfully
Some changes originate within the organization, but many come from the external environment.
Government passes laws, and the organization must comply.
New developments in technology arise, and products must incorporate the changes
Competitor introduce new services and the firm must respond
Although stable environments means less change, dynamic environments are now the norm, and they require more change.

19. Transformational leaders are instrumental in this process.
They are managers who initiate bold strategic changes to position the organization for its future.
They articulate a vision and promote it vigorously.
They help employees rise above their narrow focus on their individual jobs or departments to see a broader picture.

20. Transformational leaders stimulate employees to action and charismatically model the desired behaviors.
They attempt to create learning individuals and learning organizations that will be better prepared for the unknown challenges that lie ahead.

21. Three stages in changes
Change is viewed as a three step process:
Unfreezing
Changing
Refreezing

22. Unfreezing means that old ideas and practices need to be cast aside that new ones can be learned.
Changing is the step in which the new ideas and practices are learned. This process involves helping an employee think, reason and perform in new ways.
Refreezing means that what has been learned is integrated into actual practice.