Case study

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Business Finance

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read the attached case study, "The Temperamental Talent".

Pick 4 steps from Kotter's Model of planned organizational change, First, define each step. Then describe four specific management tactics that "Bob" could use to change the behavior of "Ken", and indicate why each step represents an example of one of the 4 steps from Kotter's model that you have chosen.


https://bblearn.nau.edu/bbcswebdav/pid-6166843-dt-content-rid-92122340_1/courses/1181-NAU00-MGT-375-SEC002-5137.NAU-PSSIS/The%20Case%20of%20the%20Tempormental%20Talent.pdf

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Organizational Change Chapter 18 Organizational Change • All companies must change in order to remain competitive • Change is difficult – Organizational Inertia • There are benefits to stability Forces of Change External Demographic Characteristics Technological Advancements Shareholder, Customer, and Market Changes Social and Political Pressures The Need for Change Internal Human Resource Problem/Prospects Managerial Behavior/Decisions 18-3 Types of Organizational Change Adaptive Change Innovative Change Reintroducing a familiar practice Introducing a practice new to the organization Low Introducing a practice new to the industry High ▪ Degree of complexity, cost, and uncertainty ▪ Potential for resistance to change 18-4 Radically Innovative Change Lewin’s Change Model • Unfreezing – Creates the motivation to change • Benchmarking Data • Financial data, emerging trends ▪ Changing – Provides new information, new behavioral models, or new ways of looking at things ▪ Refreezing – Helps employees integrate the changed behavior or attitude into their normal way of doing things 18-5 Assumptions of Lewin’s Model • Change involves learning something new & unlearning the old way of doing things • Change will not occur without motivation • People are the hub of all organizational change • Resistance to change is found even when change is desirable A Systems Model of Change Target Elements of Change Organizing Arrangements Inputs Outputs Internal ▪ Strengths Strategy Goals People Social Factors ▪ Weaknesses External Internal ▪ Organizational level ▪ Opportunities ▪ Department/ group level ▪ Threats ▪ Individual level Methods 18-7 Table 18-1 Kotter’s Eight Steps for Leading Organizational Change Step Description 1) Establish a sense of urgency Unfreeze the organization by creating a compelling reason for why change is needed 2) Create the guiding coalition Create a cross-functional, cross-level group of people with enough power to lead the change 3) Develop a vision and strategy Create a vision and strategic plan to guide the change process 4) Communicate the changevision Create and implement a communication strategy that consistently communicates the new vision and strategic plan 18-8 Table 18-1 Kotter’s Eight Steps for Leading Organizational Change Step Description 5) Empower broad-based action Eliminate barriers to change, use target elements of change to transform the organization 6) Generate short-term wins Plan for and create short-term “wins” or improvements 7) Consolidate gains and produce more change The guiding coalition uses credibility from short-terms wins to create change. Additional people are brought into the change process as change cascades throughout the organization 8) Anchor new approaches in the culture Reinforce the changes by highlighting connections between new behaviors and processes and organizational success 18-9 Organizational Development Resistance to Change • Emotional/behavioral response to threats to an established work routine – Passive or active – One of three possible outcomes of influence attempts (Compliance & commitment) Recipient Characteristics & Resistance • Resilience to change – Self-esteem, optimism, internal locus of control • • • • • Fear of the unknown Fear of failure Loss of status/job security Peer pressure Past success Change Agent Characteristics & Resistance • • • • • Disruption of culture or group relationships Personality conflicts Lack of tact or poor timing Leadership style Failure to legitimize change Overcoming Resistance to Change Approach Commonly Used in Situations Where: Advantages Drawbacks Education and Communication There is a lack of information or inaccurate information & analysis Once persuaded, people will often help with implementation of change Can be very time consuming if lots of people are involved Participation and Involvement The initiators do not have all the information they need to design the change & others have considerable power to resist People who participate will be committed to the implementation of change Can be very time consuming if participators design an inappropriate change Facilitation and Support People are resisting because of adjustment problems No other approach works as well with adjustment problems Can be very time consuming, expensive and still fail 18-14 Table 18-3 Overcoming Resistance to Change Approach Commonly Used in Situations Where: Advantages Drawbacks Negotiation and Agreement Someone or some group will clearly lose out in a change and where that group has considerable power to resist Sometimes it is a relatively easy way to avoid major change Can be too expensive in may cases if it alerts other to negotiate for compliance Manipulation and Co-optation Other tactics will not It can be relatively work or are too quick and expensive inexpensive Can lead to future problems if people feel manipulated Explicit and Implicit Coercion Speed is essential and where the change initiators possess considerable power Can be very risky ad leave people mad at the initiators It is speedy and can overcome any kind of resistance 18-15 Stress • An adaptive response to an environmental stimulus that places special demands on the individual • Fight-or-flight response – Physiological changes – Physiological reactions • Eustress vs. Distress • Stressors – factors that cause stress Performance Stress and Performance Stress Coping Strategies • Control strategy – Aggressively try to solve problem • Escape strategy – Avoid problem • Symptom Management strategy – Deal with symptoms (drinking, meditating, etc.) Mitigating Factors • Social Support – Esteem support – Informational support – Social companionship – Instrumental support • Hardiness – Challenges vs. stressors – Internal locus of control Personality & Stress • Type A personality – Never ending struggle to achieve more and more in less and less time – Sense of urgency about time – Competitive – Aversion to idleness – Type A’s tend to: • Speak rapidly • Answer questions quickly • Be sarcastic (hide rudeness in humor)
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