Mgmt628 HRM628 GDB No. 2 solution
Sunday, May 29, 2011 Posted In HRM , Mgmt Edit This
Mgmt628 HRM628 GDB No. 2 solution
Introduction:
“Lay-off” is one of the most intricate ways an organization deals with financial, political and/or structural changes. The management has to face resistance, low quality work, concerned employees, rumors, employee dissatisfaction and, the most serious of all, loss of skilled workers. Following are some statements of troubled employees that management generally comes across:
1. “Top management thinks they can run the company alone. We keep asking them the reason of laying-off such talented people, who were once considered the threshold of the organization. All they provide us is with diplomatic and politically correct statements. Some people are saying they want to kick us out and hire their own family and friends, others are saying the company is closing down. We don’t understand the reason and we don’t know what will happen in the future.”
2. “We should have at least been consulted. We have given a large part of our lives to this company and we deserve to be a part of every decision that involves us and our future. The company’s values have been high-level employee participation and time and again our management has also empowered us to make decisions; they should have at least kept that spirit alive.”
3. “My manager never listened to me in the first place. I came to her office one day to confront her on the decision and she gave me 100 reasons why I was wrong and she was right. We are dedicated and experienced people and we know this business more than our management. The least they can do is listen to us and respect our opinion.”
Question:
Consider yourself an OD Practitioner and analyze these three statements depicting resistance to change. Identify which strategy you would use to deal with each situation.
2.
Reveal discrepancies between current and desired states. In this approach to generating a felt need for change, information about the organization’s current functioning is gathered and compared with desired states of operation. (See “Creating a Vision” later for more information about desired future states.) These desired states may include organizational goals and standards, as well as general vision of a more desirable future state. Significant discrepancies between actual and ideal states can motivate organization members to initiate corrective changes, particularly when members are committed to achieving those ideals. A major goal of diagnosis, as described earlier, is to provide members with feedback about current organizational functioning so that the information can be compared with goals or with desired function states. Such feedback can energize action to improve the organization.
3.
Convey credible positive expectation for the change. Organization members invariably have expectations about the result of organizational changes. The contemporary approach to planned change described earlier suggest that these expectations can play an important role in generating motivation for change. The expectations can serve as a fulfilling prophecy, leading members to invest energy in changes program that they expect will succeed. When members expect success, they are likely to develop greater commitment to the change process and to direct more energy into the constructive behaviors needed to implement it. The key to achieving these positive effects is to communicate realistic, positive expectation about the organizational changes. Organization members also can be taught about the benefit of positive
Mgmt628 HRM628 GDB No. 2 solution
Opening Date and Time
27th May, 2011 At 12:01 A.M. (Mid-Night)
Closing Date and Time
31st May, 2011 At 11:59 P.M. (Mid-Night)
LEADING AND MANAGING CHANGE
Introduction:
“Lay-off” is one of the most intricate ways an organization deals with financial, political and/or structural changes. The management has to face resistance, low quality work, concerned employees, rumors, employee dissatisfaction and, the most serious of all, loss of skilled workers. Following are some statements of troubled employees that management generally comes across:
1. “Top management thinks they can run the company alone. We keep asking them the reason of laying-off such talented people, who were once considered the threshold of the organization. All they provide us is with diplomatic and politically correct statements. Some people are saying they want to kick us out and hire their own family and friends, others are saying the company is closing down. We don’t understand the reason and we don’t know what will happen in the future.”
2. “We should have at least been consulted. We have given a large part of our lives to this company and we deserve to be a part of every decision that involves us and our future. The company’s values have been high-level employee participation and time and again our management has also empowered us to make decisions; they should have at least kept that spirit alive.”
3. “My manager never listened to me in the first place. I came to her office one day to confront her on the decision and she gave me 100 reasons why I was wrong and she was right. We are dedicated and experienced people and we know this business more than our management. The least they can do is listen to us and respect our opinion.”
Question:
Consider yourself an OD Practitioner and analyze these three statements depicting resistance to change. Identify which strategy you would use to deal with each situation.
Solution:
1.
Sensitize organizations to pressure for change. Innumerable pressures for change operate both externally and internally to organizations. As mentioned earlier, modern organizations face unprecedented environmental pressures to change themselves, including heavy foreign competition, rapidly changing technology, and the draw of global markets. Internally pressures to change include new leadership, poor product quality, high production costs and excessive employee absenteeism and turnover. Before these pressures can serve as triggers for change, however, organizations must be sensitive to them. The pressure must pass beyond an organization’s threshold of awareness if managers are to respond to them. Many organizations, such as Kodak, Apple, Polaroid and Jenny Craig, set their threshold of awareness too high and neglected pressure for changes until those pressures reached disastrous levels. Organizations can make themselves more sensitive to pressure for change by encouraging leaders to surround themselves with devil’s advocate; by cultivating external network that comprise people or organizations with different perspective and views; by visiting other organizations to gain exposure to new ideas and methods; and by using external standards of performance, such as competitions’ progress or benchmarks, rather than the organization’s own past standards of performance.
Sensitize organizations to pressure for change. Innumerable pressures for change operate both externally and internally to organizations. As mentioned earlier, modern organizations face unprecedented environmental pressures to change themselves, including heavy foreign competition, rapidly changing technology, and the draw of global markets. Internally pressures to change include new leadership, poor product quality, high production costs and excessive employee absenteeism and turnover. Before these pressures can serve as triggers for change, however, organizations must be sensitive to them. The pressure must pass beyond an organization’s threshold of awareness if managers are to respond to them. Many organizations, such as Kodak, Apple, Polaroid and Jenny Craig, set their threshold of awareness too high and neglected pressure for changes until those pressures reached disastrous levels. Organizations can make themselves more sensitive to pressure for change by encouraging leaders to surround themselves with devil’s advocate; by cultivating external network that comprise people or organizations with different perspective and views; by visiting other organizations to gain exposure to new ideas and methods; and by using external standards of performance, such as competitions’ progress or benchmarks, rather than the organization’s own past standards of performance.
2.
Reveal discrepancies between current and desired states. In this approach to generating a felt need for change, information about the organization’s current functioning is gathered and compared with desired states of operation. (See “Creating a Vision” later for more information about desired future states.) These desired states may include organizational goals and standards, as well as general vision of a more desirable future state. Significant discrepancies between actual and ideal states can motivate organization members to initiate corrective changes, particularly when members are committed to achieving those ideals. A major goal of diagnosis, as described earlier, is to provide members with feedback about current organizational functioning so that the information can be compared with goals or with desired function states. Such feedback can energize action to improve the organization.
3.
Convey credible positive expectation for the change. Organization members invariably have expectations about the result of organizational changes. The contemporary approach to planned change described earlier suggest that these expectations can play an important role in generating motivation for change. The expectations can serve as a fulfilling prophecy, leading members to invest energy in changes program that they expect will succeed. When members expect success, they are likely to develop greater commitment to the change process and to direct more energy into the constructive behaviors needed to implement it. The key to achieving these positive effects is to communicate realistic, positive expectation about the organizational changes. Organization members also can be taught about the benefit of positive
::::::::::::::::::::::::::::::
For 1st situation strategy is Communication
For 2nd situation strategy is Participation and Involvement
For 3rd situation strategy is Empathy and Support
:::::::::::::::::::::::::::::::::::::::::
1. Communication strategy
2. Participation and involvement strategy
3. Empathy and support strategy
:::::::::::::::::::::::::::::::::::::::::::::::::::::
1. Sensitize organizations to pressure for change
2. Reveal discrepancies between current and desired states
3. Convey credible positive expectation for the change
::::::::::::::::::::::::::::::::
for 1. Communication
for 2. Participation and involvement
for 3. Empathy and support
:::::::::::::::::::::::::::::::::::::::::::::::::::
1. Communication strategy is to Sensitize organizations to pressure for change
2. Participation and involvement strategy is to Convey credible positive expectation for the change
3. Empathy and support strategy is to Reveal discrepancies between current and desired states
:::::::::::::::::::::::::::::::::::::::::
1. Communication strategy
2. Participation and involvement strategy
3. Empathy and support strategy
:::::::::::::::::::::::::::::::::::::::::::::::::::::
1. Sensitize organizations to pressure for change
2. Reveal discrepancies between current and desired states
3. Convey credible positive expectation for the change
::::::::::::::::::::::::::::::::
for 1. Communication
for 2. Participation and involvement
for 3. Empathy and support
:::::::::::::::::::::::::::::::::::::::::::::::::::
1. Communication strategy is to Sensitize organizations to pressure for change
2. Participation and involvement strategy is to Convey credible positive expectation for the change
3. Empathy and support strategy is to Reveal discrepancies between current and desired states
