Zusammenfassung der Ressource
Change Management
- to be successful needs people to
be in favour of and support
- Interventions can be applied to manage change
- requires effective planning,
implementation and
evaluation
- can be revolutionary -
quick
- can be evolutionary -
series of steps
- Interventions can be applied to manage it
- Grundy 1993 describes 'transformational'
change - discontinuous and big bang linked
to changing attitudes and behaviours
- complex change that focuses on
motivation, commitment and employee
contribution to org outcomes - linked
to transformational leadership
- Change can be categorised - 'magnitude' and 'speed'
- 'planned' - large and slow
- 'smooth' - small and slow
- 'big bang' large and fast
- 'bumpy' - small and fast
- TYPES
- Structural
- Technological
- new directions/objectives
- relocation/ergonomic
- cultural/changing attitudes
- changing policy/practice
- TRANSFORMATIONAL
- Significant initiative - large number of people and
far reaching consequences
- success needs leaders able to inspire
others/engage them
- Often fails due to inadequate
planning, unforeseen events and
insufficient account taken of
people mgt issues
- ROLE OF HRM/HRD
- Ensure ppl mgt aspects are dealt with
- Advise on unforeseen
consequences from ppl's reactions
to proposed changes
- significant practical contribution
- communication; conflict mgt
- Gaining trust, listening, negotiating
- T&D
- Help people be more
open to change and
learn from past mistakes
- Rec & Sel - ensure new
appointees are ppl open to
change and happy to act as
change agents
- Reward mgt - to
help support
change - linking
actions and
behaviours to pay
(PRP schemes)
- Employee involvement
- be involved at project stage
- identifying skills in the org and gaps
- assessing impact and helping
people cope
- MODELS/THEORIES
- LEWIN - 1951 - 3 phase model
- UNFREEZE
- MOVEMENT
- REFREEZING
- established - stabilising
- change is made - new attitudes
- Gain acceptance for need to
change
- well defined inter related processes - highlights
that change should be logical
- criticised for over simplyfing change describing a
sequential linear process
- model assumes change can be planned &
brought about by mgt intervention in a
systematic fashion
- change usually happens in a series of incremental
steps - not just one
- model seen as less relevant now -
change is more continual and
unpredictable
- premise - by identifying/understanding key stages then
the likelihood of effective change is increased.
Managers can make better informed decisions about
which interventions to use in managing change
- 2nd Lewin Model concerns resistance - suggests
change cannot occur until the forces driving it
become stronger than those resisting it
- KOTTER - 1996
- 8 stages necessary for leaders to bring about
effective change
- 1. establish a sense of urgency - discuss, put the case
- - create a guiding coalition - ppl with power or
influence to act as change agents
- communicate the vision - develop words/images -
what will the change achieve
- make the case in a number of ways to target audience
- empower others to take action - break down resistance
- generate short terms wins - celebrate and reward
- consolidate gains -
more change -
maintain momentum
- cement the changes - institutionalise
- A SIGNIFICANT FEATURE IS
THE ROLE OF LEADERSHIP!!!
- More cyclical model!
- French, Kast, Rozenweig - 1995
- 1. initial problem(unfreezing)
- obtaining data
- problem diagnosis
- action planning - movement
- implementation
- follow up - stabilise
- assess consequences - refreezing
- learning from the process
- Rogers - 1960's - Diffusion of Innovation
- not intended as a tool of change mgt - relevance for managers
trying to overcome resistance to change
- explains how new
technologies are adopted
over time
- innovators - (change agents)
- early adopters
- early majority
- late majority
- laggards
- controversial - manager
may categorise someone
in the wrong group - this
can damage trust
- implications on the
psychological contract
- Beckhard/Harris's formula - 1987
- C=(ABD) greater than X
- case for change (c) made when level of
dissatisfaction with current state of affairs (A), the
desirability of the proposed change (B) and
practicality of change process (D) outweigh the
costs/negative implications associated with
changing (X)
- encourages hard collection of evidence!!!
- CONTRACTUAL ISSUES
- Unlawful for one party to an employment
contract to alter terms without agreement of
other party
- can result in breach of contract
- Express terms = rate of pay, job title, holidays
- Implied terms = custom and practice
- Implied duties (common law) e.g duty of care
- maintain trust/confidence
- employer has no right to just give notice and
change things in a contract
- Constructive dismissal
- occurs when there is a resignation that
follows on and is initiated in response
to an employers breach of contract
- How to lawfully manage change
- flexibility clauses in the contract
- collective agreements
- sweeteners
- technical variations
- custom and practice
- acceptance through practice
- other alternatives
- leave things as they are and
appoint all new starters on the
new terms
- dismiss and re-engage
- must be a genuine organisational need
- must inform fully and give
chance to accept the new
contracts with full notice
- the negative impact of
forcing change can damage
the psych contract
- Politics
- HRM and political aspects of change mgt
- act politically from time to time
- develop political skills
- is the positive case for change enough?
- build networks
- Trad approach for effective change mgt initiatives
requires careful planning by senior mgrs, in accordance
with legal req's
- Needs to take account of ppl mgt issues
- Need to persuade ppl, effectively
communicate and involve employees
- HR can act as change agents
- Diff perspective = org change is political
and leading change agents need to be adept
at playing politics
- Flatter org structures req ppl to be able
to influence and negotiate better
- Rees/French - ' the more strategic the
change, the more politically charged it
will be and thereby draw upon more
power bases
- Paton/McCalman 2008 - 8 game tactics
- image building; selective info;
scapegoating; formal alliances;
networking; compromise; rule
manipulation; ruthlessness
- good political players disguise this
with personal charm
- Links to ethics