Melnet 2
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This document provides an overview of change management and diversity in organizations. It defines key terms related to change management, such as different types of change and the principles and process of change. It also outlines factors that can drive internal or external change for organizations. Regarding diversity, it defines diversity and discusses the business case and ethical imperatives for managing diversity effectively. It provides steps for doing so, including securing top management commitment, increasing accuracy of perceptions, and empowering employees to challenge discriminatory behaviors.
Melnet 2
- 1. CHANGE MANAGEMENT CHAPTER 1 BS 217 (MANAGEMENT) PREPARED BY MELUSI MASUKUME Definitions of key terms 1.Change management involves the process that ensure that the business responds to the environment in which it is operating CHANGE MAY BE: ➔ Step change ➔ Incremental change
- 2. PRINCIPLES OF CHANGE ➔ Change is a process that can be enabled, not managed ➔ The change process must be linked to business and performance goals ➔ Building capacity to change is a strategic importance ➔ Building capacity to change is an evolutionary processes ➔ Effective change process involves both organisational and personnel transition 5 ACTIVITIES CONTRIBUTING TO EFFECTIVE CHANGE MANAGEMENT 1) Motivating change 2) Creating vision of change 3) Developing political support 4) Managing the transition of change 5) Sustaining Management THE CHANGE PROCESS Organizations face change because of: 1) EXTERNAL FACTORS ➔ Change in customer needs and wants ➔ New government laws ➔ Change in technology ➔ Economic change(Business cycles) 2) INTERNAL FACTORS ➔ New organisation structure ➔ Change in composition of workforce ➔ New equipment ➔ Change in employee attitudes 2 VIEWS OF THE CHANGE PROCESS 1) Calm water metaphor(Kurt Lewins) 2) White water metaphor
- 3. CALM WATER METAPHOR According to Lewin successful change change can be planned and requires unfreezing the status quo, changing to a new state. Freezing to make the change permanent the status quo is considered to be in equilibrium Unfreezing to move away from the equilibrium either by increasing the driving forces
- 8. END OF CHANGE MANAGEMENT CHAPTER 2 GREEN MANAGEMENT
- 12. CHAPTER 3 DIVERSITY Diversity Defined ➔ Dissimilarities or differences among people in age, gender, race, ethinivity, religion, sexual orientation and capabilities or disabilities DIVERSITY CONCERN The ethical imperative for equal opportunity Effectively managing diversity can improve organizational effectiveness There is substantial evidence that diverse individuals continue to experience unfair treatment Glass ceiling alludes to the invisible barriers that prevents minorities and women from being promoted to top corporate positions. Disability Issues Providing reasonable accommodations for individuals with disabilities Promoting a nondiscriminatory workplace environment Educating the organization about disabilities and AIDS Accommodation for Religious Beliefs Scheduling of critical meetings Providing flexible time off for holy days Posting holy days for different religions on the company calendar
- 13. Effective management of diversity hinges on two factors ➔Minorities start out at a slight disadvantage due to the ways in which they are perceived by others in the organization ➔ Research suggests slight differences in treatment can cumulate and result in major disparities over time
- 14. THE ETHICAL IMPERATIVES TO MANAGE DIVERSITY 1, Distributive Justice A moral principle calling for the distribution of pay raises, promotions, job titles, interesting job assignments, office space, and other organizational resources to be based on meaningful contribution that individuals have made and not personal characteristics over which they have no control. 2 Procedural Justice A moral principle calling for the use of fair procedures to determine how to distribute outcomes to organizational members Exists when managers: 1) carefully appraise a subordinate’s performance 2) take into account any environmental obstacles to high performance 3) ignore irrelevant personal characteristics What a Diversity of Employees Provides A variety of points of view and approaches to problems and opportunities can improve managerial decision making. • Diverse employees can provide a wider range of creative ideas. • Diverse employees are more attuned to the needs of diverse customers. • Diversity can increase the retention of valued organizational members. • Diversity is expected/required by other firms Perception The process through which people select, organize, and interpret what they see, hear, touch, smell, and taste to give meaning and order to the world around them. When perceptions are inaccurate managers are likely to make bad decisions and take inappropriate actions
- 15. Bad decisions include: 1) not hiring qualified people 2) failing to promote top-performing subordinates 3) promoting poorly performing managers because they have the same “diversity profile” Factors that Influence Managerial Perception Schema An abstract knowledge structure stored in memory that allows people to organize and interpret information about a person, event, or situation Gender Schema Preconceived beliefs or ideas about the nature of men and women, their traits, attitudes, behaviors, and preferences Stereotype Simplistic and often inaccurate beliefs about the typical characteristics of particular groups of people Bias The systematic tendency to use information about others in ways that result in inaccurate perceptions Steps in Managing Diversity Effectively Secure top management commitment Strive to increase the accuracy of perceptions Increase diversity awareness Increase diversity skills Encourage flexibility Pay close attention to how organizational members are evaluated Consider the numbers Empower employees to challenge discriminatory behaviors, actions, and remarks Reward employees for effectively managing diversity Provide training utilizing a multi-pronged, ongoing approach
- 16. Encourage mentoring of diverse employees Forms of Sexual Harassment Quid pro quo Asking or forcing an employee to perform sexual favors in exchange for some reward or to avoid negative consequences. Hostile work environment Occurs when organizational members are faced with an intimidating, hostile, or offensive work environment because of their sex Interferes with their ability to perform their jobs effectively STEPS TO STOP SEXUAL HARASSMENT Develop and clearly communicate a sexual harassment policy endorsed by top management Use a fair complaint procedure to investigate charges of sexual harassment When it has been determined that sexual harassment has taken place, take corrective action as soon as possible Provide sexual harassment education and training to all organizational members, including managers END OF CHAPTER 3
- 17. CHAPTER 4 ORGANISATIONAL STRUCTRE(MATRIX STRUCTURE)