Download VTU MBA 4th Sem 16MBAHR402-Work Place Ethics WPE Module 6 -Important Notes

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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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)

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• Mgrs will confront ethical dilemmas managing orgtn transformation

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)

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• Is it leading to dehumanising?
• Is It suppressing one's liberty?

Resistance to change

• Kind of behavior
• Acted out by change recipients

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• To slow down or prevent an intended change

Why resist to change? (imp)

Managing resistance to change

• Clearly define goals
• Involve employees in change process
• Speak up to e/e- know their feelings

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• Delegate
• Expand commu channels (written/ personal)
• Positive attitude
• Reward e/e

Ethics-based model for change management (imp)

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1. Define the reqd change
2. Evaluate the change from ethical perspective
3. Ethical change= defined change+ common ethics of stakeholders
4. Communicate the defined ethical change
5. Implement the change

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6. Re-evaluate - get feedback
7. If positive- celebrate, if negative- review step1-5

Ethics and Risks of change management

• Can all the change defined be successful
• Or will it make the situation worse?

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• 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

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• People- key / centre of change
• Generally resist even if beneficial
• Outline, encourage and reward

Kotter's 8 Steps for Managing Change

1. Establish a sense of urgency

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2. Form a powerful coalition
3. Create a vision
4. Communicate the vision
5. Empower others
6. Plan for and Create short-term wins

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7. Consolidate improvements
8. Institutionalise changes

Burke-Litwin model

First order change- Transactional (green) Second order- Transformation

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