Summary: Change Management W3

Read the summary and the most important questions on Change management w3

• 1 Change management w3

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• Kotter '95 + Rafferty: how do communication + participation increase support for change?

  • change management processes that are designed to enhance participation in change are associated with positive attitude responses and reducing negative reactions
  • participation gives recipients control about the change which reduces uncertainty

• Bordia 2015: what is uncertainty and what types of uncertainty are there?

  • uncertainty = perceived sense of doubt about what's going to happen
  • strategic uncertainty: uncertainty about how the organisation will look like in the future
  • structural uncertainty: uncertainty about how the org structures e.g. how are departments going to cooperate?
  • job-related uncertainty: uncertainty about how the change will impact the job. 

  
  
  the classification helps us understand how the different types of uncertainties might be related during change. Strategic and structural have an impact on job-related uncertainty. 

• Bordia 2015: explain the model

  • high/low quality of communications will decrease/enhance strategic uncertainty which will lead to more/less control and strain
    
  • high/low participation in decision making will decrease/enhance structural + job related uncertainty, which will lead to more/less control and strain 

• Bordia 2015: what are the features of high quality comms

  • high frequency
  • keep consistent 
  • trustworthy/honest

• Bordia 2015: what is participation in decision making?

  a process in which influence/decision-making is shared between superiors and their subordinates

• Cascio Wynn: what is downsizing and what are the psychological costs of job loss?

  • downsizing: planned elimination of large numbers of personnel with the goal of enhancing the organisation's competitiveness
  • psych costs of job loss: when unemployment rates increase, suicide rates increase as well 
  • life satisfaction doesnt reach pre unemployment level for years

• Cascio + wyn: what are the best practices of down sizing?

  • targeted, strategic cuts are better than attrition/of the board cuts
  • don't see downsizing as a quick fix that will boost performance: it's not, it takes time
  • involve employees; under certain conditions
  • think about the psychological contract
  • treat employees fairly and with dignity

• Cascio + wynn: when to involve employees?

  • when there's adequate time
  • when issues are relevant to their interest
  • when employees are able (intelligence, knowledge, comms skills)
  • when there's a supportive organisational culture

• Cascio + wynn: what are the 11 important consideration that might serve to enhance the effectiveness of the best practices even further?

  before change:
  

  • think carefully
  • consider stability
  • consider other alternatives first
  • share concerns and seek output

  during change:
  

  • lead by example: share the pain
  • be fair: consistent/advance notice/give victims voice
  • communicate

  during/after change:
  

  • offer opportunities/support/stimulate survivors
    
  • training + support
  • align best practices with new reality
  • examine management structures

• Kernan + Hanges: why is it important to treat employees fairly?

  • when employees feel they're not treated fairly -> they may retaliate in the form of thetft, sabotage and even violence
  • fair treatment leads to reduced stress, increased performance, job satisfaction, commitment to the organsation and trust, it encourages Organisational Citizenship Behaviour (=discretionary behaviours performed outside of one's job role that helps other employees perform better/voluteer in activities that don't formally belong to the job/extra effort and enthusiasm/endorsing organisation objectives)