Transcript CONCEPT OF QUALITY

HW TO MANAGE CHANGE
EFFECTIVELY
BY
T.M.JAYASEKERA
WHAT HAPPENS WHEN
TECHNICAL CHANGES ARE
MADE
• CAN PEOPLE MANGE TO COPE WITH
THIS CHANGE
• HOW HAVEORGANIZATIONS
CONFRONTED PEOPLE ISSUES THAT
CONFRONTED MAJOR CHANGE
PROGRAMMES
• WHAT ROLE DO PERSONNEL
SPECIALISTS PLAY WHY DO THEY
STILL SEEM TO BE MARGINAL
THE OUTCOME OF
TECHNICAL CHANGE
• IT WILL IMPACT ON EMPLYEES AND
THEIR CONTRACTS
• JOBS CHANGE
• TRAINING IS REQUIRED
• REDEPLOYED OR
• MADE REDUNDANT
THE OUTCOME OF
TECHNICAL CHANGE
• Tough managers may talk of “automate or
liquidate” or “re-engineer or obliterate”
with “TINA”
• There
• Is
• No
• Alternative
• is what they normally say
THE OUTCOME OF
TECHNICAL CHANGE
• Technological change is inevitable to
sustain competitive advantage and from it
follow the most inevitable
• People change
THE OUTCOME OF
TECHNICAL CHANGE
• However be aware that
• management has a range of choices about
• objectives – whose are they? What is the
real substance of the technical change and
the competitive threat
• Why is technical change wanted and
introduced in the first place
THE OUTCOME OF
TECHNICAL CHANGE
• There are choices about
• the nature and extent of implementation
• Communication, the scope of consultation
and the type of negotiation
• the power skills that may be brought to bear
• effects on work design, job content,
organization and supervision
THE OUTCOME OF
TECHNICAL CHANGE
• The nature and quality of management
decision making comes under the spotlight
in situations of technical change
• I know six honest serving me. I taught them all I knew. The names are
what and why and how and where and when and why
THE OUTCOME OF
TECHNICAL CHANGE
• The matter of gender arises also
particularly if we consider whether women
are caught out differently than men in
situations of technical change
• As heavy manual male dominated industries
have declined and service industries
expanded some groups of men have been
adversely affected
THE OUTCOME OF
TECHNICAL CHANGE
• Consider the situations where women may
get trapped in to certain types of work
• Therefore we may have to consider whether
women are well represented as men in the
high tech industries
• Would women respond differently in
situations of technical change
UK experience
• In the early 80s Rupert Murdock's move in to a
new modern integrated technology printing plant
at Wapping
• Miners dispute of 1982
• Slow introduction of IT in to general practitioner
surgeries
• IT based learning in schools
• The organizational responses to the internet- The
dot.com boom
Is technical change guided by
usually guided by consistent
management objectives
• We argue that management decisions over
technical change reflect rational attempts to
chose the best option in the circumstances
with available information
TYPES OF DECISIONS
• what is rational to one group or individual
may be irrational to another
POLITICS BEHIND
TECHNICAL CHANGE
• OBJECTIVES CAN BE DIVIDED
ACCROSS FUNCTIONAL LEVELS
• Strategic
• Operating
• Control
• These are the direct ones
• But there are others such as empire
building? etc
Substituting of people by
technology
• Deskilling?- Replacing the man with the
machine
• Development of ATMs
• Laptop with internet access
• Who got axed – Middle and Junior levels
• Ex: Robotics
HUMAN AND
ORGANIZATIONAL ISSUES
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1. SUBSTANTIVE
STRATEGIC
EMPLOYMENT
CONTROL
2. PROCEDURAL
ISSUES AND FORMS OF
INVOLVEMENT
STRATEGIC ISSUES
• COMMUNICATION AND SHARING TO
PROMOTE RTHE COMMITTMENT OF
INDIVIDUALS AND GROUPS TO CHANGE
• TO MINIMIZE ADVERSE EFFECTS N
MEMBERS OF THE ORGANIZATION AND TO
SUPPORT THEM IN REALIZING THE
OPPORTUNITIES THAT THE CHANGES MAY
BRING TO THE ORGANIZATION AND
MEMBERS
• INTEGRATE THE NEEDS OF THE
INDIVIDUAL WITH THE NEEDS OF THE
ORGANIZATION
• ABOUT THE ATTITUDES SKILLS AND
KNOWLEDGE
DEMOCRATIC
PARTICIPATIVE ISSUES
• Organizational change is always political
• Therefore there will be always winners and losers
• Therefore those directly affected by change must
be consulted
• They must be involved
• There will have to be a win win situation
• Involving employees have mixed blessings as
some may disagree challenge seek status quoand
may claim rights
PROS AND CONS OF
PARTICIPATION
• ADVANTAGES
• Job holders have detailed knowledge of
their jobs
• Employees understand the aims of change
better
• It will create a feeling of ownership
• It will direct energy in to support for and
away from opposition
PROS AND CONS OF
PARTICIPATION
• DISADVANTAGES
• Too many cooks spoil the broth
• It may be counter cultural to have wider
participation
• It may assume a management inclination to move
through fostering and waiting for commitment
rather than strategic direction and imperative
action
• Involvement may bring more uncertainty and
instability
PROS AND CONS OF
PARTICIPATION
• More complex the change is more the more
functions structural hierarchies and subsystems
will be affected
• this suggests not to seek for participation
• If it is required then a formal approach with
timelines are needed
• There may be occassions wher the quality of the
decision may be more important than the
acceptance of it
ROLE AND CONTRIBUTION
OF PERSONNEL
MANAGEMENT
• How and when are human and organizational
issues arising from technological change
considered at the strategic level and for that matter
at other points
• To what extent the management function most
associated with the people aspect of management
– the personnel department involved in decisions
concerning technical change
but what happens is that --• little evidence of personnel people being present
where the change is taking place
• the occurrence of tech change did not lead to the
development of a specialist personnel function
• In manufacturing there was a marginal role for
personnel specialists over the management of
technical change
• Where organizational change only was involved
fuller and earlier personnel involvement was more
likely
• absence of personnel involvement was reflected in
a low level of employee involvement in technical
change
why this happened--• Personnel lacked visibility and muscle
• they were weakly represented at the highest
levels of decision making
why this happened--• According to Daniel early involvement of
personnel specialists in technological
change helps to promote worker acceptance
of change
exercise
• Assume a devil’s advocate role and answer to this
• Business processes and practices are made and
operated by people, working as individuals or or
in groups. They use technologies as tools to
produce goods and services
• It is their efforts that determine the success or
failure of investments in technology
• further they know intrinsically what benefits are
actually being delivered
• The actual benefits of tech investments cannot be
perceived directly or in their own. Only when
technology is coupled with human resources can
exercise
• Technology and knowledge are human
creations and they can be managed only by
giving people the primary role
• Technology is not a magic dust. It takes
educated committed and imaginative
individuals with technology to Aadd value
and transform an enterprise
HRM and Change
• HRM refers to approaches to the
management of the human Resources of the
firm and more specifically to an approach
that is distinct from conventional personnel
management
• HRM is more unitarist proactive and less
procedurally bound and institutionalized
approach than personnel management
HRM and Change
• Contribution of HRM services in high
technology based organizations are not
really so
HRM and Change
• For HRM business need is
• Central customer oriented and integrated
• There is a central role for HR Missions and
Policies in overall business strategy
• Line management have a key role in
implementing HR policies
Key levers for facilitating change
stress
• Having the right staff, in the right jobs, at the right
level of competence in the right place at the right
time
• Individualization of employment relations with
flexible reward packages
• New forms of work organization and control
particularly project teams part time job sharing etc
• High level competencies learning training and
development
modes of intervention by HR
specialist
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Changemaker
Regulator
Adviser
Handmaiden
Modes of intervention by HR
specialist
• According to research former HRM
approach is evident in the management of
change
• In large unionized firms HR specialiust
acted as a regulator
• Because of the Human Res Mgmt approach
human and organizational issues receive
more attention
Broader view of HRM represents
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Employment planning
Direct communication with employees
Employee feelings
Employment terms
Employment cost benefits
Employee development
Decision Making
According to Chartered Institute
of Personnel and Development
• There is a direct correlation between
strategic HRM and economic success
• Employees are now seen not as a cost centre
subject to periodic reductions but as major
organizational asset
• they create value reduce cost and ensure
success
Business strategy- HRM
integration does seem to offer
• a broader range of solutions to complex
organizational problems in a changing
environment
• It ensures that human financial and technological
resources are given attention in setting objectives
and assessing implementation capabilities
• In contributions to rather than being subordinate to
strategic decisions. It must be aligned with
corporate strategy
Implementing Technical change
• Change strategies
• Participative evolution- Collaborative and
consultative Modes
• Forced evolution – Directive /coercive modes
• Charismatic Transformation-Collaborative and
consultative Modes
• Dictatorial transformation – Directive /coercive
modes
•
determinants as to which
approach will fit a particular
context
the degree of consensus that exist over the need
for change
• the amount of time available to effect change
before its absence becomes a survival threatening
condition
• Incremental change is luxury and many cannot
afford
• It is the transformational change that is needed to
arrest a business decline
what external/internal environmental
circumstances would be most appropriate for
employing each of these four strategies
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when is collaborative strategy?
When should the stakeholders are consulted ?
Time involved?
Consensus of all?
When is manipulation ?
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Expertise of the change agent to
manage complex contemporary
change
Change agent has to address three agendas
1. Content agenda
2. Control agenda
3. Process agenda
Expertise of the change agent to
manage complex contemporary
change
• Change agent has to assess and manage their
personal vulnerability which is high where
• project goals change frequently
• project generates complex organizational
interdependencies
• responsibility of change is ambiguous
• Senior management is either hostile or indifferent
Expertise of the change agent to
manage complex contemporary
change
• Change agents require expertise in
diagnosis evaluation and judgmental
capabilities and
• the capacity to manage unfolding logics in
problem solving ownership and legitimation
as change takes place
Expertise of the change agent to
manage complex contemporary
change
• In vulnerable change projects legitimation
will be the key area
Expertise of the change agent to
manage complex contemporary
change
• Effective change management for
vulnerable projects require
• a public performance based on the rational
linear model of change and
• a backstage performance with much behind
the scenes action
The expertise of change agent is
based on
• Type of change – Change management Task
• Radical change to core processes - High hazzle
High vulnerability
• Radical change to peripheral processes Moderate
Hazzle Low Vulnerability
• Incremental change to core processes – Low
hazzle moderate vulnerability
• Incremental change to peripheral processes – Low
hazzle low vulnerability
Most appropriate change agent
• in high vulnerability contexts may well be
one with limited technical background in
the content and control but with string
process skills
Most appropriate change agent
• in high vulnerability contexts may well be
one with limited technical background in
the content and control but with string
process skills
Articulating and defining a
project
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Trial able
Reversible
Divisible
Concrete
Familiar
Congruent
Sexy
Countering counter
implementation strategies
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Divert Resources
Exploit inertia and conformity
Keep goals vague and complex
Keep people in the dark
Deal with the people issues later attitude
Great idea- let’s do it properly
Dissipate energies
countering strategies will seek to
reduce
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change agents influence and credibility
spread damaging rumors
External Change agent should
keep a low profile
Remain non commital
Not declaring res8istance to change publicly
countering countervailing efforts
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Define clear direction and objectives
Go for a simple phased programme
appoint some one else as a fixes facilitator
Look for resistance
Use good face to face communication
explain the reasons
Build personal credibility
co-opt support early
exploit a crisis
Have a meaningful steering commiuttee
Power Skills
• Power skills for managers to get things done
• Do a stake holder analysis to caste light on
• goals of the change programme and who the
change agent is
• Groups/people who are significant in achieving or
blocking the change
• their views and how they will react to the
programme
• their power bases
• the change agents power base
• Power skills
Power skills that are used / not
used in a given situation
• action steps/proposals to get things moving
and done
• Process agenda
Backstaging
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Manipulation facilitates change through
creative use of language
changing systems and structures
building alliances
threats to gain support through
delayering / withdrawing rewards
Promotion or other career advancencement to
the blockers
freezing out
• Amplifying the estimated negative effects
• pointing the support of senior management
conclusion
• role of Human Resources in technological
change is very important
• It is reactive as well as proactive
• Greatest happiness to greatest number
should be the key
OD - what is it?
• It tries to understand how to manage
planned change in organizations
OD - what is it?
• It is a planned system wide effort managed
from top with the assistance of a change
agent that uses behavioural science
knowledge to improve organizational
effectiveness
Action research
• Most OD activities rely on action research
as the primary blue print for planned change
• It is a data based problem oriented process
that diagnoses the need for change
introduces the OD activity and then
evaluate and stabilizes the desired changes
The action research approach to
organization development
Diagnose need
for change
Introduce
intervention
Gather data
Analyze data
and decide
intervention
objectives
Implement
desired
incremental or
quantum
change
Evaluate and
stabilize
change
Determine
effectiveness
of change and
refreeze new
conditions
What is sensitivity training
• It is an unstructured agendaless session in
which participants become more aware
through their interactions of how they affect
others and how others affect them
What is sensitivity training
• Here a small group of people meet face to
face often for a few days to learn more
about themselves and their relations with
others
• Learning occurs as participants disclose
information about themselves and receive
feedback from others during the session
Goals of sensitivity training
• Making people increasingly aware of and sensitive
to emotional reactions and expressions in
themselves and others
• Increasing the ability of participants to perceive and
to learn from the consequences of their actions
through attention to their own and others feelings
• stimulating the clarification and development of
personal values and goals consonant with a
democratic and scientific approach to problems of
social and personal decisions and actions
Goals of sensitivity training
• Developing concepts and theoretical insights which
will serve as tools in linking personal values goals
and intentions to actions consistent with these inner
factors and with the requirements of the situation
• fostering the achievement of behavioural
effectiveness in transactions with the participants’
environment
Interacting process variables in
sensitivity training
Growth in
effective
membership
Learning
how to learn
Learning how
to give help
Becoming sensitive
to group processes
What is grid training
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Six phases
Laboratory seminar training
Team development
Inter group development
Organizational goal setting
Goal attainment
Stabilization
Survey feed back
• It is survey conducted by way of
questionnaires and feed back the data to
those who generated them
Survey feed back
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Areas covered
leadership
Organizational climate
Satisfaction
Other methods
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Team building
Third party peacemaking
process consultation
transactional analysis
Business Strategy and HRM
• In order to get the strategy implemented
they need
• right people
• in the right place
• at the right time
• at the right cost
• labour factor of production should give
value for money
To get value for money from
labour
• Firm should grow with People it has or it
can get hold of at the times of need
• the behaviour of its members should not
jeopardy the firm
• people in the organization must be members
and who want to perform for it with effort
and creative ingenuity
• Organization in turn should value its
members and their contribution
To get value for money from
labour
• If organization does not demonstrate such
value materially and socially then members
will become detached
• Therefore strategy requires
• long term goals
• broad programmes and
• allocations to achieve these
To get value for money from
labour
• Each programme represent policy for action
• Funds assets people must be allocated to
these programmes
• This is not a one time affair
• Every time we employ someone this has to
be resourced
What are human resource
strategies
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To contain trade union influence?
recruiting the best?
Keeping costs down
becoming flexible and lean but empowering them
with the best training rewards and equipment to do
the job
• ----- Pg 154-5- how do you feel about these
statements
• which ones are straight foreword/ Which ones are