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MANAGING ORGANIZATIONAL CHANGE AND INNOVATION

A REPORT ON ED M504: HUMAN BEHAVIOR IN ORGANIZATION BY NEA AUXILIO-BESMONTE
by

Nea Besmonte

on 3 October 2012

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Transcript of MANAGING ORGANIZATIONAL CHANGE AND INNOVATION

PHILIPPINE NORMAL UNIVERSITY
The National Center for Teacher Education
Graduate Studies
Lopez-Quezon Campus Nea Auxilio-Besmonte
MA - Educational Management
Ed M 504:
Human Behavior in Oragnization Managing Organizational Change and Innovation APPLICATION:

As a result of these actions, students are lazy to come to school anymore. There is a low rate in student performance and many other concerns still keep on sprouting as you go along with your observation.

How would you perform you responsibility as a change agent in this situation? INTERACTION:
1. Why do we need to change?
2. What are the alternative change management approaches?
3. Give the learning principles in change management and explain each.
4. What is meant by change agent?
5. Give the ways of overcoming resistance to change. Humiliated, the American corporation laid off the rower for poor performance and gave the managers a bonus for discovering the problem.



The consultant's finding: The Japanese team had eight people rowing and one person steering; the American team had one person rowing and eight people steering. After a year of study and millions spent analyzing the problem, the American team's management structure was completely reorganized. 11 LESSONS ON CHANGE MANAGEMENT
8. Play to win. - Playing to win is not the same as cutting corners. Do your best and leave the rest.
9. Respect yourself by never giving up.
10. In spite of all the change around you, decide upon what you will never change - your core values.
11. Remember that succeeding in a changing world is beyond just surviving. - It is our responsibility to create and contribute something to the world that has given us so much.
(source: http://email-collection.blogspot.com/2007/02/11-lessons-on-change-management_07.html) 11 LESSONS ON CHANGE MANAGEMENT
5. Realize that fear of the unknown is natural - courage is not the absence of fear but the ability to manage fear without getting paralyzed. Feel the fear, but move on regardless.
6. Keep renewing yourself - In the world of tomorrow, only those individuals and organizations will succeed who have mastered the art of rapid and on-going learning.
7. Surround yourself with people who are open to change. - Reasonable optimism can be an amazing force multiplier. 11 LESSONS ON CHANGE MANAGEMENT
1. Be alert for the first signs of change. - being forewarned is being forearmed
2. Anticipate change even when things are going right. - the biggest enemy of future success is past success.
3. Always look at the opportunities that change represents - for every problem that change represents, there is an opportunity lurking in disguise somewhere.
4. Do not allow routines to become chains - deliberately break out of routines from time to time. FORCES FOR CHANGE
1. External Forces – beyond the management’s control.
External environment includes many economic, technological, and social/political forces that can trigger the change process.

2. Internal Forces – occur within the organization, and can usually be traced to process and behavioral problems. Learning organizations have the ff. characters:
1. Open discussions and accessibility to inform and data.
2. Clear vision expressed at all levels.
3. Strong emphasis on interdependence, worth, and importance of each person and unit.
4. Clear goals and concepts of performance expectations
5. Commitment to learning, improving, and personal growth.
6. Concern for measurable results whenever possible.
7. A curiosity to try new methods, experiment, and accept failure. RESISTANCE TO CHANGE
2. Organizational Resistance
- A range of forces within an organization poses barrier to the implementation of changes in structure, tasks, technology, and behavior.
Organizational barriers to change include:
a. The professional and functional orientation of a department, unit, or team.
b. Structural inertia creates a natural barrier.
c. If change is considered a threat to power balance in an organization, it will be resisted.
d. A failure at previous creates an aura and folklore about dangers associated with change.

Thank you!


Nea Auxilio-Besmonte APPLICATION:
You are assigned as the new principal in a far-flung school in your town. Upon your first few weeks of stay, you discovered many unacceptable habits in you school such as teachers always coming to class late, others not having lesson plans for their class, and some would even skip classes to have a noontime drinking session with parents.
The new structure: four steering managers, three area steering managers, and a new performance review system for the person rowing the boat to provide work incentive.

The next year, the Japanese won by two miles!

The American team was discouraged by the loss. Morale sagged. Corporate management decided that the reason for the crushing defeat had to be found, so a consulting firm was hired to investigate the problem and recommend corrective action. STRATEGIES FOR OVERCOMING
RESISTANCE TO CHANGE
1. Individuals and organizations must have a reason to change.
2.The more involved people are at all levels of the hierarchy in the planning, implementation, and monitoring of the change, the higher the likelihood of success.
3. Communication is ongoing and not a one-time-factor in successful change programs. Reasons for resistance:
b. Economic security regarding retraining a job or level of compensation.
c. The possible alteration of social friendships and interactivity.
d. The natural human fear of the unknown brought about by change.
e. Failure to recognize or be informed about the need for change.
f. Cognitive dissonance created because one is comforted with new people, processes, systems, technology or expectations. CHANGE AGENTS: FORMS OF INTERVENTION 3. External-Internal Change Agents – attempts to use the resources and knowledge based of both external and internal change agents.

RESISTANCE TO CHANGE
1. Individual Resistance
- individuals resist change because they fear what will happen to them.
Reasons for resistance:
a. The threat of loss of position, power and authority. CHANGE AGENTS: FORMS OF INTERVENTION CHANGE AGENTS – the individual or group that becomes catalyst for change .
Types of Change Agents:
1. External Change Agents – are temporary employees of the organization, since they are engaged only for the duration of the change process.
2. Internal Change Agent – is an individual working for the organization who knows something about its problem. (1999, C. Johnson) CHANGE AGENTS: FORMS OF INTERVENTION 1. Unfreezing old learning requires people who want to learn new ways to think and act.
it deals with resistance to change (E.B. Dent and S.G. Goldberg)
2. Movement to new learning requires training, demonstration and empowerment.
Refreezing the learned behavior occurs through application of reinforcement and feedback.
it can also occur when the knowledge or skill acquired in a training program is imparted to a refresher course. LEARNING PRINCIPLES IN CHANGE MANAGEMENT 3. Managing Change through Reeducation
Reeducation implies a particular set of activities that recognizes that neither power nor reason can bring about desirable change. This set of activities has been the subject of mush research and application and is generally understood to be the essence of organizational development.
ALTERNATIVE CHANGE MANAGEMENT APPROACHES 1. Managing Change through Power
The application of power to bring about change implies the use of coercion and autocratic leadership which contemporary organizations do not generally encourage managers to engage in.

2. Managing Change through Reason
The application of reason to bring about change is based on the dissemination of information prior to the intended change. ALTERNATIVE CHANGE
MANAGEMENT APPROACHES 1. What is meant by organizational change management and what are its approaches?
2. Define the learning principles in change management.
3. Identify the change agents and differentiate one from the other.
4. What are the strategies for overcoming resistance to change?
5. Give the Model for Managing Organizational Change
6. What are the forces for change? GUIDE QUESTIONS: I. ALTERNATIVE CHANGE MANAGEMENT APPROACHES

II. LEARNING PRINCIPLES IN CHANGE MANAGEMENT

III. CHANGE AGENTS:FORMS OF INTERVENTION

IV. A MODEL FOR MANAGING ORGANIZATIONAL CHANGE

V. FORCES FOR CHANGE Go! Go! Go! HUMOR





The Americans and the Japanese decided to engage in a competitive boat race. Both teams practiced hard and long to reach their peak performance. On the big day the Japanese won by a mile. RESPONSES: Change is a pervasive, persistent, and permanent condition for all organizations.
Managers must view managing change as an integral responsibility rather than as a peripheral one. (Danny Miller, 1994)
Contemporary and future managers will have to develop approaches for adopting and implementing innovation.
Reeducation and learning comes about when managers perform analyses and take actions that when taken together maximize the probability that successful change will occur. ORGANIZATIONAL CHANGE MANAGEMENT “The best thing you can do is the right thing; the next best thing you can do is the wrong thing; the worst thing you can do is nothing.”
-Theodore Roosevelt

“He who rejects change is the architect of decay. The only human institution which rejects progress is the cemetery.”
- Harold Wilson GUIDING LIGHT: PHILIPPINE NORMAL UNIVERSITY
The National Center for Teacher Education
Graduate Studies
Lopez-Quezon Campus Nea Auxilio-Besmonte
MA - Educational Management
Managing Organizational
Change and Innovation Ed M 504:Human Behavior in Organization “The best thing you can do is the right thing; the next best thing you can do is the wrong thing; the worst thing you can do is nothing.”
-Theodore Roosevelt

“He who rejects change is the architect of decay. The only human institution which rejects progress is the cemetery.”
- Harold Wilson Organizational change implies a normative, reeducation strategy intended to affect systems of beliefs, values, and attitudes within the organization so it can adapt better to the accelerated rate of change in technology, in industrial environment, and in society. LESSON:
Leading change in the strategy area is about creating a vision of the future but is also about being able to execute on it.
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