115.115 Week 07 Workshop - Managing Change and Innovation PDF

115.115 Management in Context Week 7 Managing Change and Innovation LEARNING OUTCOMES 1. Define organisational change, and compare and contrast views on the change process. 2. Explain why change might be unsuccessful. 3. Describe stress and its relationship to change. 4. Discuss techniques for...

115.115 Management in Context Week 7 Managing Change and Innovation LEARNING OUTCOMES 1. Define organisational change, and compare and contrast views on the change process. 2. Explain why change might be unsuccessful. 3. Describe stress and its relationship to change. 4. Discuss techniques for stimulating innovation. 2 115.115 Management in Context | Week 7 - 2023 THINGS TO DO THIS WEEK Read 5th Edition: ● Chapter 10 4th Edition: ● Chapter 7 3 115.115 Management in Context | Week 7 - 2023 Work on Attend Begin Quiz 3 worth 2.5% Attend Workshop 6 Assignment EBW2 Note that the workshop this week is offered twice Wednesday and Friday 12-2 pm EBW2 Queries 4 115.115 Management in Context | Week 7 - 2023 GETTING STARTED MANAGEMENT IN CONTEXT Create an evidence-based argument to explain how you would apply one or two of Fayol’s management functions to manage the factor chosen for EBW 1. THIS IS YOUR CONTEXT (INDUSTRY, ROLE) 5 115.115 Management in Context | Week 7 - 2023 MANAGEMENT FUNCTIONS FACTOR FROM EBW1 INSTRUCTIONS Value: Maximum of 35% towards your final grade Due date: Sunday, 1st October @ 00:01 (NZT) Submission: Online via the assessment 2 Dropbox on Stream. No paper or email submissions will be accepted. Word count: 1200 words (+/- 10%), excluding references and the title page. Format: Essay 6 115.115 Management in Context | Week 7 | Semester 2 2023 MARKING GUIDE Essay Introduction and conclusion •A thesis statement is provided in the introduction •Outline of the argument structure is provided in the introduction •Conclusion statement summarises key points made 20% The argument •The argument addresses the essay topic •The argument is clear and logical •Assertions of fact are supported by credible evidence •A sufficient range of sources have been used •Evidence is used effectively to support the argument 50% Evidence & formatting •Paraphrasing and quoting are used appropriately •APA 7th citations are accurate •APA 7th reference list is accurate 20% Presentation •Correct spelling, grammar and punctuation •Clear language, concise writing style and academic tone •Paragraphs are structured appropriately Ideas are linked by transitions as required •Conforms to the checklist in the Assignment Instructions 10% Total 100% FEEDBACK FROM ASSIGNMENT 1: PART 1  Referencing ● Done pretty well. When learning a new skill attempt to master the basic/fundamentals first before moving on to the ‘harder’ skills. Unless you were experienced in referencing, it was best to stick to the ‘standard’ types of sources e.g. books, book chapters, journals and web pages and leave the more ‘challenging’ references to your Part 2 response.  Relevance ● A common error was to describe the relevance of the article in general terms or to managers. ● We wanted you to articulate how the source was relevant to your argument/response to Part 2.  Credibility ● We wanted to see specific details of why this particular source was credible, such as author names, dates or journal names. Referring to the Rauru Whakarare framework would have been advisable. ● If the argument could be applied to any journal article, then your argument was less convincing. 8 115.115 Management in Context | Week 7 - 2023 FEEDBACK FROM ASSIGNMENT 1: PART 2  Structure ● We wanted to see an introductory statement that clearly outlined your focus ● The ‘body’ needed to contain a brief explanation of the factor and why it is important.  Argument ● Those that did well tended to discuss specific points applied to a specific context. ● While more ‘general’ responses were ok but at times the response was too general to be convincing. ● Likewise, if the response focused on managers in general, it was also not convincing as it is too easy to undermine the argument with a few counter examples.  Referencing ● All arguments needed to have evidence to support. ● Too many people did not refer to their three sources, and/or provide references. 9 115.115 Management in Context | Week 7 - 2023 ASSIGNMENT EBW2 FAQS  Can I use the same factor from EBW 1? ● Yes, this is what the instructions state. You will need to make sure you apply EBW1 to answer the question.  Can I use the same references from EBW1? ● Yes, this was part of the rationale behind what you did in Assignment 1 but make sure you use the references appropriately. You will also need more – see FAQ.  Can I change/modify my stance from EBW 1? ● Yes, you are welcome to make any changes you want that help you to make a response. 10 115.115 Management in Context | Week 7 - 2023 ASSIGNMENT EBW 2 FAQS  Can I pick any topic, or a part of a topic? ● Yes, you can select from any of the 4 functions of management from the course. You can also choose to focus on a sub-topic (e.g. development, induction, orientation) or a specific context (such as a particular industry). You should explain your choice (and the rationale) as part of your introduction.  Do I need to specify a context? ● Yes, that is advisable when it comes to discussing the managerial implications. That is, you can decide the industry or organisational context.  Should I do more research? ● Yes, you are going to need further information to support your points – especially when discussing the managerial implications for your topic. 11 115.115 Management in Context | Week 7 - 2023 ASSIGNMENT EBW2 FAQS  How many references, do I need? ● There is no ‘magic number’. All your claims need to be supported by evidence which is referenced appropriately. References should ‘add value’ to your response, not just ‘pad it out’. ● However, a ‘well researched’ essay is likely to draw on 6-8 sources  Should I go and interview people to get information? ● No. The University has strict rules and process (including ethical approval) that must be followed when conducting research with human participants.  Can I write in the first person? ● Yes, you are being asked for your reasoned opinion. See OWLL https://owll.massey.ac.nz/academicwriting/1st-vs-3rd-person.php. 12 115.115 Management in Context | Week 7 - 2023 ASSIGNMENT EBW2 FAQS  Can I use a pseudonym to anonymise the organisation or individuals? ● Yes, if you want to. But we don’t need to be so specific unless you are using an example of a large government organisation, for instance WorkSafe.  What happens if I go over the word count? ● We apply a tolerance of +/- 10%. Text after that is not taken into consideration for marking.  Will late assignments be penalised? ● Yes, penalties apply – see the “Assessment” page on Stream.  Can I get an extension? ● Potentially. Contact Fatima to discuss your situation.  When will my assignment be returned? ● Assignments will be returned within 15 working days from when the submission window closes. 13 115.115 Management in Context | Week 7 - 2023 GETTING STARTED MANAGEMENT IN CONTEXT Create an evidence-based argument to explain how you would apply one or two of Fayol’s management functions to manage the factor chosen for EBW 1. THIS IS YOUR CONTEXT (INDUSTRY, ROLE) 14 115.115 Management in Context | Week 7 - 2023 MANAGEMENT FUNCTIONS FACTOR FROM EBW1 ANY QUESTIONS 15 115.115 Management in Context | Week 7 - 2023 MANAGING CHANGE 16 115.115 Management in Context | Week 7 - 2023 WHAT IS CHANGE?  Alteration or adaptation to key components of the organisation and how it operates. For Example: • Restructuring work units. • Centralisation/decentralisation. • Reducing work specialisation. • Creating work teams. 17 115.115 Management in Context | Week 7 - 2023 For Example: • Automation. • Digitisation. • New operating systems. For Example: • Enhance customer service. • Innovation. • Enhance health, safety, wellbeing. Robbins et al., 2020: 238-239 FORCES FOR CHANGE • Process is driven by a change agent. • Person who acts as catalysts for change and assumes the responsibility for managing the process. THE ORGANISATION Internal Forces • Strategy • Workforce composition • Employee attitudes, behaviours. 18 115.115 Management in Context | Week 7 - 2023 Robbins et al., 2020: 238-239 TYPES OF CHANGE “Calm waters” = Navigating occasional change on an otherwise calm trip. 19 115.115 Management in Context | Week 7 - 2023 “White water rapids” = Change is the status quo, managing change is a continual, constant process. Robbins et al., 2020: 238-239 LEWIN’S MODEL FORCE FIELD ANALYSIS 20 115.115 Management in Context | Week 7 | Semester 2 - 2023 Refreezing LEWIN’S MODEL FORCE FIELD ANALYSIS 21 115.115 Management in Context | Week 7 | Semester 2 - 2023 Unfreezing FORCE FIELD ANALYSIS LEWIN’S MODEL  Driving forces – Push organisations toward change • External forces. • Leader’s vision. • Copying successful firms. • Upward pressure from employees.  Restraining forces – push back against change • Employee behaviours (self interest; threat to status, security etc.; misunderstanding; lack of trust). • Incongruent systems. • Resource constraints. 22 115.115 Management in Context | Week 7 | Semester 2 - 2023 Driving Forces Restraining Forces PLANNED CHANGE  Whatever the planned change, it ultimately impacts people in some way. ● Readying people for change and managing the impact of change key parts of the process. ● Organisational development (OD) is the specialised field focused on assisting change.  Common OD activities: ● Survey feedback: a method of assessing employees’ attitudes towards and perceptions of a change. ● Process consultation: using outside consultants to assess organisational processes. ● Team building: using activities to help work groups set goals, develop positive interpersonal relationships, and clarify team members’ roles and responsibilities. ● Intergroup development: activities that attempt to make several work groups more cohesive. 23 115.115 Management in Context | Week 7 - 2023 Robbins et al., 2020: 238-239 MISCONCEPTIONS ABOUT CHANGE 24 If I have a good idea, it will be easy to convince others to accept it. I can convince people with my charm and a nice PowerPoint presentation. Run away from the sceptics. I can lead this change initiative alone. Once I convince people, they will stay convinced. Why do I need to know how to manage change?… I’m the boss. 115.115 Management in Context | Week 7 - 2023 WHY DO CHANGE PROGRAMMES FAIL? MANAGING CHANGE: KOTTER’S STEPS 1. Create Urgency 2. Build Coalitions 3. Create a Vision 4. Communicate the Vision 8. Institutionalise New Approaches 7. Consolidate Improvements 6. Create Shortterm Wins 5. Empower Others 26 115.115 Management in Context | Week 7 - 2023 Kotter, 2011 RESISTANCE: BUT IS IT THOUGH?  Typically seen as the main reason change fails. ● A (judgemental) label used when people encounter behaviour or communication they don’t like. ● Are you getting ‘resistance’ or ‘feedback’?  Blaming resistance is almost unconscious. ● Cognitive biases: attribution errors, over-estimate our abilities. ● Social dynamics: humiliating to fail and socially acceptable to blame resistance. ● Managerial missteps: overselling, previous broken promises, ambivalence.  ‘Resistance’ can be functional as well as dysfunctional. ● ‘Resistance’ is also a form of voice and signals engagement. ● Feedback can improve design and implementation of change project. 27 115.115 Management in Context | Week 7 - 2023 Ford & Ford, 2009 RESISTANCE: IT DOES HAPPEN  Why do people ‘push back’ against change? ● Failure to see the need for change. ● Uncertainty about adopting new methods. ● Concern over personal loss. ● Belief that the change isn’t in the organisation’s best interest. ● A limited tolerance for change.  The underlying ‘why’ ● Mental maps. ● Simplistic views of the past, present and future. ● Instinctive desire to preserve the status quo. 28 115.115 Management in Context | Week 7 - 2023 Robbins et al., 2020: 243-244 Task 1- Discussion Question Do we need 'change management' in todays' world? Task 2- Group Task Strategic change incident The board of directors at a large telephone company wants its executives to make the organisation more environmentally friendly by encouraging employees to reduce waste in the workplace. Government and other stakeholders expect the company to take this action and be publicly successful. Consequently, the managing director wants to significantly reduce paper usage, refuse and other waste throughout the company’s many widespread offices. Unfortunately, a survey indicates that employees do not value environmental objectives and do not know how to ‘reduce, reuse, recycle’. As the executive responsible for this change, you have been asked to develop a strategy that might bring about meaningful behavioural change towards this environmental goal. What would you do? Task 2- OVERCOMING BARRIERS TO CHANGE TECHNIQUE Education and communication WHEN USED • To overcome resistance due to misinformation. • To show the need for change. • When resisters are uncertain about the nature, requirements or outcomes of change. ADVANTAGE DISADVANTAGE • Clears up misunderstandings. • Shows need for and benefits of change. • Overcomes uncertainty. • Increases awareness of progress and positive outcomes. • May not work when mutual trust and credibility are lacking. • May not work if resisters have alternative information. • May not work if results are unavailable or poor. • To reinforce the value of new methods. Participation 32 • When resisters have the expertise to contribute. 115.115 Management in Context | Week 7 - 2023 • Increases involvement and acceptance. • Time-consuming; has potential for a poor solution. Robbins et al., 2020: 244 OVERCOMING BARRIERS TO CHANGE TECHNIQUE ADVANTAGE DISADVANTAGE • When resisters are fearful, and anxiety ridden. • Can facilitate needed adjustments. • Expensive; no guarantee of success. Negotiation • When resistance comes from a powerful group. • Can ‘buy’ commitment. • Potentially high cost; opens doors for others to apply pressure too. Manipulation and co-optation • When a powerful group’s endorsement is needed. • Inexpensive, easy way to gain support. • Can backfire, causing a change agent to lose credibility. Coercion • When a powerful group’s endorsement is needed to gain support. • Inexpensive, easy way to gain support. • May be illegal; may undermine change agent’s credibility. Facilitation and support 33 WHEN USED 115.115 Management in Context | Week 7 - 2023 • Positively reinforces new behaviour. • May not work if results are unavailable or poor. • Provides feedback on progress. Robbins et al., 2020: 244 Task 2What appropriate management practices can be used to create an urgency to change? Techniques for overcoming barriers to change TECHNIQUE WHEN USED ADVANTAGE DISADVANTAGE Education and communication • To overcome resistance due to misinformation • To show the need for change • When resisters are uncertain about the nature, requirements or outcomes of change • To reinforce the value of new methods • Clears up misunderstandings • Shows need for and benefits of change • Overcomes uncertainty • Increases awareness of progress and positive outcomes • May not work when mutual trust and credibility are lacking • May not work if resisters have alternative information • May not work if results are unavailable or poor Participation • When resisters have the expertise to make a contribution • Increases involvement and acceptance • Time-consuming; has potential for a poor solution Techniques for overcoming change barriers TECHNIQUE WHEN USED ADVANTAGE DISADVANTAGE Facilitation and support • When resisters are fearful and anxiety ridden • Can facilitate needed adjustments • Positively reinforces new behaviour • Provides feedback on progress • Expensive; no guarantee of success • May not work if results are unavailable or poor Negotiation • When resistance comes from a powerful group • Can ‘buy’ commitment • Potentially high cost; opens doors for others to apply pressure too Manipulation and • When a powerful group’s co-optation endorsement is needed • Inexpensive, easy way to gain support • Can backfire, causing a change agent to lose credibility Coercion • Inexpensive, easy way to gain support • May be illegal; may undermine change agent’s credibility • When a powerful group’s • endorsement is needed to gain • support Task 2How will you minimise resistance to change? Task 2How will you refreeze the situation to support the change initiative? REACTIONS TO CHANGE  Stress is the adverse reaction people have to excessive pressure placed on them from extraordinary demands, constraints or opportunities. ● Eustress is functional stress that motivates action. ● Distress is dysfunction stress when people perceive that new circumstances will impose high demands, reduce their control over their environment or lead to undesirable outcomes.  We feel stressed when we: ● Are uncertain about the outcome. ● Value the outcome.  (Di)Stress is both a hazard and a potential outcome of other hazards (e.g. bullying). 41 115.115 Management in Context | Week 7 - 2023 Robbins et al., 2020: 245 Task 3 – Case Analysis Getting an office with two people sharing it with 102 people What are some of the main factors that are leading to staff resistance in the case? Managing stress in the workplace • How did the company manage staff stress in relation to the change event? Did it work? (Why or why not?) • Lu believed that the mindfulness at work training would enable her staff to deal with their feelings of stress towards the change event. However, this proved unsuccessful. Why? It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change. Charles Darwin CAUSES AND IMPACT OF STRESS Causes of Stress (Stressors) 1. Personal Factors • Family issues; Financial issues. 2. Personality • Type A vs Type B. 3. Organisational Factors • Job-related stressors. 46 115.115 Management in Context | Week 7 - 2023 Robbins et al., 2020: 246-247 JOB STRESSORS Task Demands • Physical environment. • Time pressure. • Autonomy. • Workload. 47 Role Demands • Role ambiguity. • Role conflict. • Role overload. 115.115 Management in Context | Week 7 - 2023 Structure / Culture • Rules. • Inclusion. • Fairness. Leadership • Supervisor support. • Organisational support. Robbins et al., 2020: 246-247 Interpersonal • Peer support. • Ill-treatment. STRESS REDUCTION  An integrated, systems approach that focus on reducing stressors and increasing the ability to cope with stress.  Reduction initiatives should focus on primary and secondary prevention. ● Job design. ● Work environment. ● Employee selection. ● Employee training. ● Management competencies. ● Psychosocial safety climate. ● Wellness programmes. ● Employee Assistance Programmes (EAP). 48 115.115 Management in Context | Week 7 - 2023 Robbins et al., 2020: 246-247 NEXT WEEK: Understanding Individual Behaviour 49 115.115 Management in Context | Week 7 | Semester 2 2023 ASSIGNMENT FOCUS 50 115.115 Management in Context | Week 7- 2023