CHANGE LEADERSHIP

VIDEO NO 1 https://www.youtube.com/watch?v=af-cSvnEExM

VIDEO NO 2 https://www.youtube.com/watch?v=dhkLMKxncc8

https://www.youtube.com/watch?v=A9Hzoo31wW0

STUDY QUESTIONS TO BE ANSWERED

• What are the challenges of strategic leadership and innovation?
• what is the nature of organizational change?
• What is organization development?
• How can stress be managed in a change environment?
• How can planned organizational change be managed?

Key Terms

• Learning Organization
• Strategic Leadership
• Creativity
• Innovation
• Process Innovation
• Product Innovation
• commercializing Innovation

Key Terms

• Bottom-up Change
• Reactive Change
• Planned Change
• Performance Gap
• Transformational Change
• Incremental Change
• Unfreezing
• Rational Persuasion Strategy
• Shared Power Strategy

key Terms

• Shared power Strategy
• organization development
• Action Research
• OD intervention
• Stress
• Stressor
• Type A personality

Key Terms

• Constructive Stress
• Destructive Stress
• Job burnout
• Workplace Rage
• Personal Wellness

ORGANIZATIONAL
CHANGE

Question 2.What is the nature of Organizational Change.

A change leader is a change agent who tries to change the behaviour of another person or social system

CHANGE LEADERS VS STATUS QUO MANAGERS

• CONFIDENT
• TAKE RISK
• SIEZES OPPORTIUNITY
• EXPECTS SURPRISE
• MAKES THINGS HAPPEN
• PROMOTES AND ACTIVLEY SUPPORTS CREATIVITY AND INNOVATION

CHANGE LEADERS VS STATUS QUO MANAGERS

• THREATENED BY CHANGE
• BOTHERED BY UNCERTAINITY
• PREFERS PREDICTABILITY
• SUPPORTS THE STATUS QUO
• WAITS FOR THINGS TO HAPPEN
• AVOIDS OR EVEN DISCOURAGES CREATIVITY AND INNOVATION

TOP DOWN CHANGE:

• Change initiatives come form senior management
• Change is determined by the willingness of middle level and lower level workers
• Any change driven from the top runs the risk of being percieved as insensitive to the need of lower level personnel

BOTTOM UP CHANGE:

• Change initiatives come from all levels in the organization.
• Is essential to the organizational innovation and is very useful in terms of adaptation and technologies to the changing requirements of work.
• It is made possible by management commitment to empowerment, involvement and participation.

INTEGRATED CHANGE LEADERSHIP:

• Can harness the advantages and disadvantages of both top down and bottom up change

INTEGRATED CHANGE LEADERSHIP:

• which are;
• Breaks up traditional patterns
• Implements difficult economic adjustments.
• Builds capability for sustainable change
• Builds capability for organizational learning

TRANSFORMATION AND INCREMENTAL CHANGE:

There are two types of planned organizational change; transformation change and incremental change

Transformational change results in a major and comprehensive redirection of the organization.it is led form the top and designed to change the basic character of the organization. A good example is the Mediterranean Union

Incremental change is a type of change that bends and nudges existing systems and practices to better align them with emerging problems and opportunities. example; new products, new technologies and new network systems.This means introducing many small, gradual changes to a project instead of a few large, rapid changes.

FORCES AND TARGETS OF CHANGE

• Tasks- the nature of work as rep by organiztional mission, objectives and strategyand the job designs for individuals and groups
• People- the attitudes and competencies of the employees and the human resource systems that support them

FORCES AND TARGETS OF CHANGE

• Culture- value system for the organization as a whole and the norms guiding individual and group behaviour.
• Technology- operations and information technology used to support job design, arrange workflows and intergrate people and machines in systems

FORCES AND TARGETS OF CHANGE

• Structure- configuration of the organization as a complex system eg design features and lines of authority and communication

Question No 3. How can planned organizational change be managed?

LEADING PLANNED CHANGE: The many complications of change begin with human nature.

Lewin's three phases of change; a) Unfreezing
b)Changing
c)Refreezing

Unfreezing

• Task: create a felt need for change
• This is the stage at which a situation is prepared for change and the needs for change are developed.
• Can be facilitated through environmental pressures for change, declining performance and the recognition that problems or opportunities exist

Changing

• Task: implement change
• this is the point at which managers initiate changes in organizational targets as tasks,people,culture,technology and structure.

Refreezing

• Final task which is stabilizing change and creating conditions for its long term continuity.
• it is accomplished by linking change with appropriate reward such as acknowledgement of a good job done.

Change Strategies:
The act of actually changing or moving people to do things differently, can be pursed in different ways.

FORCE-COERCION STRATEGY
A force-Coercion Strategy uses the power bases of legitimacy,rewards and punishment as the primary inducement of change

-In direct forcing strategy, the change agent takes direct and unilateral action to command that change takes place
-Any force coercion strategy on its own produces limited results.
- Most people respond out of fear of punishment or hope for reward.

Rational Persuasion Strategies:
Attempt to bring about change through persuasion backed by special knowledge, empirical data and rational argument

Rational Persuasion Strategies

• when successful, a rational persuasion helps both unfreeze and freeze a change situation.
• results in longer-lasting and more internalized change.
• relies on expert power
• confide on belief that reason guides people's decisions and actions.

Shared Power Strategies:

It engages people in a collaborative process of identifying values, assumptions and goals from which support for change will naturally emerge.

Shared Power Strategies

• Also known as normative reductive strategy
• based on empowerment and is highly participative in nature.
• Time consuming but likely to yield high committment.
• Relies on referent power and strong interpersonal skills in team situations

Resistance to Change.
when people resist change,they are most often defending something that is important or appears threatened.

why people may resist change.

• Fear of the unknown
• Disrupted habits
• Loss of confidence
• Loss of control
• Poor timing
• Work Overload
• Lack of Purpose

Methods to dealing with resistance to change

• Education and communication
• Participation and involvement
• Facilitation and Support
• Facilitation and Agreement
• Manipulation and co-optation
• Explicit and implicit coercion

QUESTION 5: How can stress be managed in a changed environment?

stress and stress management

• stress is a state of tension experienced by individuals facing extraordinary demands, constaraints or opportiunities
• stressors are things that cause stress.

Stressors

• Have the potential to influence work attitudes, behavior, job performance, and health
• Originate in work, personal, and non work situations.

Two of the common work-related stress syndromes are
1. Set up to fail
2.Mistaken identity

Type A personality
high in achievement orientation,impatience and perfectionism.
they tend to make or create stress in circumstances which others may consider stress-free

Type A personalities include;

• always moving,walking and eating rapidly
• acting impatient,hurrying others, disliking waiting
• doing or trying to do several things at once
• using nervous gestures such as cleanched fists
• interrupting the speech of others

CONSEQUENCES OF STRESS:

.Constructive stress- acts as a positive influence. Can be energizing and performance enhancing.
.Destructive stress-acts as a negative influence. Breaks down a person’s physical and mental systems.
Can lead to job burnout and/or workplace rage.

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Personal wellness:

-The pursuit of personal and mental potential though a personal health-promotion program.
-A form of preventative stress management.
-Enables people to be better prepared to deal with stress.