1. CHANGE & LEADERSHIP PROCESSES IN ORGANIZATIONS Chapter 10
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2. Chapter 10 quiz
1. Planned change is simple and a straightforward process in an organization.
2. Research found that employees prefer to have no information about an upcoming organizational change to having negative information about the change.
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3. Quiz
3. Much of the theory and research in this chapter has its roots in classical, human resources, and systems approach.
4. Adapting to new approaches in the study of the change process will not assist us in the future.
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4. Quiz
5. Three problems in an org. change process are: lack of management support, unrealistic expectations, and poor communication.
6. One of the managerial strategies for communicating change is named “spray and pray.”
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5. Quiz
7. Trait theories uses the saying “leaders are born not made” to emphasize their theory.
8. Some organizations use personality test to select people for leadership positions.
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6. Quiz
9. Exemplification suggest that leaders’ behaviors do not make a difference in how employees will behave themselves.
10. Leaders that use visionary content in communicating are seen as more effective communicators.
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7. Extra credit
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8. Overview
Change-to be or cause to be different; to alter behavior, process, technology, direction, or SQ
Innovation-change that creates a new dimension in performance
Organizations must change to survive
Change ranges from life altering/huge to the simple/mundane (organizational to individual)
Leadership-a process whereby an ind. Influences a group of inds. to achieve a common goal
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9. Overview
Achievement of individuals and org. goals requires a # of comm. processes
This chapter is about the change process, leadership, performance, & the role of communication
Organizational change-planned & unplanned
Individual change-performance control, goal setting, influence, & FB
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10. Planned Change-A Model of Planned Change (p.219)
Involves a # of different types of change
Ind. behavior, org. processes, strategic direction, org. culture
May be accomplished through a variety of methods
Tech., structural, managerial, people
Successful org. initiate, respond to, plan, and initiate change (manage) rather than let it run its course
Development, planning, implementation
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11. Reactions to organizational change
Change is not always smooth
Change will always affect an org.
Change is never straightforward
Culture is complicated
Interdependent components
Management support is essential
Management support/Grass roots support
(Ownership tension)
Resistant to change
Uncertainty of change
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12. Problems ID in Change Process(Table.10-1) Covin&Kilmann, 1990
Lack of management support
Top managers forcing change
Inconsistent action by key managers
Unrealistic expectations
Lack of meaningful participation
Poor communication
Purpose of program not clear
Responsibility for change not identified
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13. Communication in change process
Managerial strategies for communicating change (Table 10-2)
Involving employees in change
Employees are faced with numerous concerns about change
Employees use a variety of tactics to deal with change
Change is ambiguous and offers both opportunities and challenges
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14. Spotlight on Scholarship
Change-Implementers’ Hindsight (p. 222)
89 org. members involved in implementing planned change; Respondents represented various organizations/careers
Various types of org. change (job descriptions, status, work, perf. evaluation, org. structure problems)
Problems associated w/ change
Neg. attitude, communication, cooperation (lack of cooperation w/ team & b/m managers & staff)
Traditionally-employee resistance, attitude, & conflict
Suggestion-incorporation of lower-level employees in decision making
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15. Leadership
Trait theories: there are particular personality qualities that are associated with leaders and will result in effective leadership (born not made)
Intelligence
Self confidence
Determination
Integrity
Sociability
Others?
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16. Leadership
Styles Theories: Traits translate into preferred behaviors in a leader.
Behavioral styles make leaders more or less effective leaders
Form of activity
Task behaviors-facilitate goal accomplishment & achievement of objectives (task, maintenance)
Relationships behaviors-help followers feel comfortable w/ job, selves, and others (social)
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17. Leadership
Situational Theories: Different situations demand different kinds of leadership.
Effective leaders adapt style the demands of different situations
Focus is on leadership in situations
LMX Theory-role development
Contingency Theory-(leader-match)
Tries to match leaders to appropriate situations
Effective leadership depends on understanding situations in which leaders lead
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18. Leadership
Transactional leaders: exchange of information between leaders and followers.
In contrast
Transformational leaders create a relationship between themselves and their followers.
This assists them in reaching their full potential
Transforming both leader & follower
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19. Leadership
Exemplification is a key component in transformational leadership, it stresses that your behavior as a leader will be seen and followed.
“Do as I say and as I do.”
A key in leadership qualities is exemplifying desired values through your ongoing behaviors.
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20. Leadership & Communication
Leaders using “visionary” content are more effective. Example: Martin Luther King’s speeches.
Timing-How and when you communicate with your employees is important.
Delivery-verbal & nonverbal communication
Framing: managing meaning in certain aspects and highlighting over selected areas. Framing emphasizes that leadership is not about situations or events but the process in managing meaning to your employees.
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21. Controlling performance in org. settings
The “What” of motivation (carrot or stick)
The “How” of motivation
Expectancy Theory
An individuals performance is a multiplicative function of that individuals ability and effort
If both ability and effort are high, so should performance
Effort is a function of how much an individual values the reward associated with performance (valence of reward) and the extent to which the individual believes that a high level of effort will lead to that reward (effort-reward probability).
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22. Controlling performance in org. settings
Equity Theory
Individuals in organizations consider what they contribute to the org. with respect to the rewards they get from the organization
People then compare these input/output ratios with the perceived input/output ratios of others
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23. Org. influence processes
“The process by which people successfully persuade others to follow their advice, suggestion, or order (Keys and Case).”
Seven strategies of influence
Assertiveness
Bargaining
Coalition
Friendliness
Higher authority
Reason
Sanctions
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24. Goal setting processes
Goal specificity
Goal setting is more effective when specific goals are set
Goal difficulty
Best goals are difficult but attainable
Participating in goal setting
Participation can lead to more difficult goals, which will enhance performance
Participation provides significant rewards such as increased employee satisfaction, and greater role clarity
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25. Feedback processes Feedback
Information that serves to influence performance of an individual in an org.
Improved performance is desired by both individuals and organizations
Feedback contexts
Performance appraisal interview & others?
Hated by both manager and subordinate
Linked w/ decisions a/b compensation & promotion
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26. Feedback processes Feedback dimensions Valence (positive or negative)
Timeliness (how quickly feedback is given)
Specificity (level of detail contained)
Frequency (# of times feedback is given)
Sensitivity (refers to whether or not feedback demonstrates a concern for the recipients feelings)
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27. Feedback processes Seeking feedback Ways to seek feedback
Information seeking looks at employees as proactive participants in org. processes
Individuals will seek feedback as a resource in order to enhance their adaptation to the org. environment
Ways to seek feedback
Monitoring environment
Directly inquiring about performance
Effects of feedback
More effective if delivered by credible source
Impact influenced by receiver’s self-confidence
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