MANAGING CHANGE IN WORKPLACE THROUGH ETHICS
MOD.6
ORGTN CHANGE
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- IMPLEMENT NEW PROCEDURE
- NEW TECHNOLOGY
- OBJ-TO BETTER THE WORK AS PER CHANGE DEMANDS IN ENVT
- TO SURVIVE AND SUCCEED
WHERE IS CHANGE TARGETED
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- To improve performances of
- Human resources
- Functional resources- mktg, finance, operations
- Techno resources
What determines change? (in)
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| External | Internal |
|---|---|
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Ethics of managing change
- If people were left to their own.. What would have happened..
- Will they all act in the same way as expected by management?
- If it maximises efficiency and productivity is it feasible (ex.: google)
- Mgrs will confront ethical dilemmas managing orgtn transformation
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Ethical issues in change mg
- Who determines the need for change?
- Is it consistent with the wishes of e/e public?
- Is it both ethical and effective? (ex: policies-shape up or ship out)
- Is it leading to dehumanising?
- Is It suppressing one's liberty?
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Resistance to change
- Kind of behavior
- Acted out by change recipients
- To slow down or prevent an intended change
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Why resist to change? (imp)
| Individual | Organisational | Group |
|---|---|---|
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|
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Managing resistance to change
- Clearly define goals
- Involve employees in change process
- Speak up to e/e- know their feelings
- Delegate
- Expand commu channels (written/ personal)
- Positive attitude
- Reward e/e
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Ethics-based model for change management (imp)
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- Define the reqd change
- Evaluate the change from ethical perspective
- Ethical change= defined change+ common ethics of stakeholders
- Communicate the defined ethical change
- Implement the change
- Re-evaluate - get feedback
- If positive- celebrate, if negative- review step1-5
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Ethics and Risks of change management
- Can all the change defined be successful
- Or will it make the situation worse?
- Salient risk factors:
- Resistance
- Leadership
- Interferences
- Forcing change
- Data loss
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Lewin's change model
Kurt Lewin force field theory
- Change- stop existing, adopt new
- Change- driven by motivation
- People- key / centre of change
- Generally resist even if beneficial
- Outline, encourage and reward
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Kotter's 8 Steps for Managing Change
- Establish a sense of urgency
- Form a powerful coalition
- Create a vision
- Communicate the vision
- Empower others
- Plan for and Create short-term wins
- Consolidate improvements
- Institutionalise changes
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Burke-Litwin model
First order change- Transactional (green) Second order- Transformation
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This download link is referred from the post: VTU MBA Lecture Notes - 1st Sem, 2nd Sem, 3rd Sem and 4th Sem || Visvesvaraya Technological University
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