Week 5: Organizational Change Flashcards
(36 cards)
organizational culture
set of shared meaning that people in organisations have with to how to adapt to the environment and cope with change
dimensions of organizational culture norms
1) content (what is seen as important)
2) consensus (to which extent these norms are shared by the members)
3) intensity of feeling (about the importance of a norm)
organizational climate
shared perceptions about the organisation and work environment
difference culture and climate
culture is an evolved context
climate is a situation, more temporary and subject to change
organizational climate: organizationa operate on different levels
- artifacts and creations (architecture of buildings, decoration, dresscodes)
- abstract, observable - values (how people explain their behavior)
- specific/abstract, kind of visible - assumptions (underlie the values, are often unconscious)
- specific and hidden
socialisation
process an organisation uses so new members acquire necessary attitudes, behaviours, knowledge, and skills to become productive organisational members
socialisation process
(1) anticipatory socialisation -> (2) entry and assimilation -> (3) metamorphosis
-> disengagement and turnover
(1) anticipatory socialisation
- recruitment: 45% uses social media as screening
recruitor rated suitability and KSAO’s not correlated with performance or turnover - self-selection
recruitment and diversity cues
more time viewing diverse recruitment website, and better recall of it
- stronger effect for black people
(2) entry and assimilation
culture
work expectations
formal orientation programme
- onboarding = process of welcoming and orientating new members to facilitate adjustment
Bauer’s model of unboarding
selection
+
self-efficacy + role clarity + social integration + knowledge of culture
=
successfull onboarding
see paper
(3) metamorphosis
new employee transforms to established contributor
outcomes:
- job performance
- job satisfaction
- organizational commitment
- lower turnover
things needed for organizational change
- changed cultural norms
- economic changes
- technological changes
- globalisation
- competitive advantage
Planned Organizational Change
incremental x reactive
- put out small fires (solve problems on day-to-day basis, quick fixes, shortterm concerns)
incremental x proactive
- tweaking (anticipate and plan, fine tune, guided evolution)
radical x reactive
- stop the bleeding! (crisis management, financial shocks)
radical x proactive
- transformation (revolution, change basic assumptions)
3 ways of responding to change
1) commitment
2) compliance
3) resistance
Lewin’s 3-step model to change
1) unfreeze (ensure that employees are ready for change)
2) change (execute)
3) refreeze (ensure that the change becomes permanent)
Kotter’s 8-steps to change
creating climate for change
1) create urgency
2) form powerful coalition
3) create vision for change
engaging and enabling organisation
4) communicate vision
5) empower action
6) create quick wins
implementing and sustaining for change
7) build on the change
8) make it stick
Force Field Analysis
- problem and target situation must be defined, and the forces for and against the change
- forces are evaluated
- list is created on how to strengthen supporting forces, and weaken resisting forces
primary stress appraisal
evaluation of significance of event (how stressful is it?)
secondary stress appraisal
assessment of ability to cope (can I cope?)
challenge-related stress
may be positive
hindrance-relates stress
often negative
- results from job experiences that interfere with personal goals
- lessens loyalty, increases turnover, negatively affects learning
role stress
- role ambiguity
- role conflict
- role overload
- work-family conflict
coping
changing cognitive and behavioural efforts to manage external and/or internal demands taxing or exceeding the resources of the person
