Who in organizations are responsible for managing change activities?

3
Change agents can be managers, employees of the organization, or outside
consultants.
Typically, we look to senior executives as agents of change.
For maor change efforts, top managers are increasingly turning to
temporary outside
consultants with specialized knowledge in the theory and methods of
change.
Consultant change agents can offer a more obective perspective than
insiders can.
They are disadvantaged in that they often have an inade!uate
understanding of the
organization"s history, culture, operating procedures, and personnel.
What can management do to create a more ethical culture within an
organization? 5
Ethical behavior
# Good and right as opposed to bad or wrong in a particular
setting.
$n organization"s ethics are rules, beliefs, and values that outline ways in
which managers and workers
should behave when confronted with a situation that may help or harm other
people inside or outside an
organization. %thical behavior enhances the well&being 'the happiness,
health, and prosperity( of
individuals, groups, organizations, and the organizational environment.
%thics establish the goals and behaviors appropriate to the organization.
)any organizations have the
goal of making a profit, to be able to pay workers, suppliers, and
shareholders. %thics specifies what
actions an organization should take to make a profit and what limits should
be put on organizations and
their managers to prevent harm.
%thics can also define an organization"s social responsibility, moral
responsibility toward individuals or
groups outside the organization that are directly affected by its actions.
*ifferent organizations have
different views about social responsibility. +eing socially responsible means
performing any action as
long as it is legal. ,thers do more than law re!uires and work to advance the
well&being of their
employees, customers, and society in general. +en - .erry"s /omemade,
0nc. contributes a percent of
profits to charities and community needs. 1reen )ountain Coffee 2oasters
seeks out coffee growers
who do not use herbicides and pesticides and control soil erosion. $ll
organizations need codes of
conduct that spell out fair and e!uitable behavior to avoid doing harm.
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escribe the advantages and disadvantages of E!ternal "hange #gents?
5
E!ternal "hange
#gents
#dvantages
)ore obective
views
)ore diverse
experience
)ay have more
specific experience
and knowledge
isadvantages
5ess knowledge of the
organization
2e!uires higher out&ofpocket
costs
$n unknown !uantity
5onger start&up time
/urts management"s
0mage
What purposes do performance evaluations serve in organizations? 5
2eading this you can get the answer that what purposes it do for
organization.
6erformance evaluation
)anagers are strongly influenced in their decision making by the criteria
by which they are
evaluated. Their performance in decision making will reflect expectation.
$erformance Evaluation
$n employee"s performance appraisal is very much dependent on the
perceptual process.
$lthough the appraisal can be obective, many obs are evaluated in
subective terms. 7ubective
measures are, by definition, udgmental.
To the degree that managers use subective measures in appraising
employees, what the
evaluator perceives to be good or bad employee characteristics or behaviors
will significantly
influence the outcome of the appraisal.
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When it is said that organizational change is due to some internal forces
then what sort of forces %ou will recognize that are responsible for this
change? 5
"hange
8hen we speak of change, we mean an alteration in organization design,
strategy or processes, or some
other attempt to influence an organization"s members to behave differently.
&nternal 'orces for "hange
*eclining
%ffectiveness
Company
Crisis
Changing
8ork Climate
Changing
%mployee
%xpectations
istinguish between the roles of mediator( arbitrator( conciliator( and
consultant? 5
$ mediator is a neutral third party who facilitates a negotiated solution by
using reasoning and
persuasion, suggesting alternatives, and the like.
#rbitrator)
This party imposes its decision on involved parties.
The third party acts as a mediator, taking a neutral stance and helping parties
reconcile their differences. 0f no
solution is reached, the third party acts as an arbiter, or udge, imposing a
solution.
conciliator%
Two processes occur in any negotiation situation3 '9( distributive bargaining,
in which parties decide how
resources are distributed, and ':( attitudinal structuring, in which parties try
to influence their opponent"s
attitudes, perhaps appearing aggressive to increase their resource share or by
appearing conciliator% to preserve
a relationship.
consultant
The consultant works with the client in ointly diagnosing what processes
need
0mprovement
+y having the client actively participate in both the diagnosis and the
development of alternatives, there will be greater understanding of the
process
and the remedy and less resistance to the action plan chosen.
The process consultant need not be an expert in solving the particular
problem
that is identified. The consultant"s expertise lies in diagnosis and developing
a
helping relationship.
What is fle!time? What are the advantages of fle!time from an
emplo%ee*s perspective and from management*s perspective?
'le!time) %mployees work during a common core time period each day but
have discretion in
forming their total workday from a flexible set of hours outside the core.
Survey feedback is an organizational development technique for bringing
change. Discuss.?
Survey feedback
,ne tool for assessing attitudes held by organizational members,
identifying discrepancies
among member perceptions, and solving these differences is the survey
feedback
approach.
%veryone can participate, but of key importance is the organizational
;family.<
a. $ !uestionnaire is usually completed by all members in the organization
or unit.
b. ,rganization members may be asked to suggest !uestions or may be
interviewed.
c. The !uestionnaire asks for perceptions and attitudes on a broad range of
topics.
The data from this !uestionnaire are tabulated with data pertaining to an
individual"s
specific ;family< and to the entire organization and distributed to employees.
a. These data then become the springboard for identifying problems and
clarifying
issues.
b. 6articular attention is given to encouraging discussion and ensuring that
discussions focus on issues and ideas and not on attacking individuals.
Finally, group discussion in the survey feedback approach should result in
members
identifying possible implications of the !uestionnaire"s findings.
+ow can conflict be managed successfull%?
6ondy"s model suggests several methods to resolve conflicts. 0n
collaboration( each side works toward a
solution to satisfy its own goals plus the goals of the other side=both parties
are better off after conflict
resolution. 0n compromise( both parties negotiate to reach a mutually
acceptable solution, but not necessarily
one that achieves their goals
$ primary responsibility of managers is to help subordinates resolve their
disputes. 7ome managers spend
much time managing conflict. 7everal techni!ues are helpful in managing
conflict so that it results in
functional rather than dysfunctional outcomes. These techni!ues concern
changing attitudes and behaviors,
changing task relationships, and changing the organizational structure or
situation.
Conflict is the struggle that arises when the goal&directed behavior of
another person or group.
8hether conflict benefits or harms an organization depends on how it is
managed
)ore related to this on page 9:> handouts.
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,uestion -o) ./ 0 1ar2s) 3 3

8hat is the purpose of conducting the ob analysis?
.ob $nalysis is the 7@7T%)$T0C process of collecting and making
udgments about all the important
information related to a ob.
4ob anal%sis outcomes or purposes
Job description
Job specification
Job evaluation
9. 6urpose of ob analysis in 2ecruitment and 7election3
.ob analysis is very important for contents as3
.ob duties that should be included in advertisements of vacant positionsA
$ppropriate salary level for the position to help determine what salary
should be offered
to a candidateA
)inimum re!uirements 'education and4or experience( for screening
applicantsAA
,rientation materials for applicants4new hires
:. 6urpose of ob analysis in .ob evaluation
.udges relative worth of obs in an organization
7ets fair compensation rates
B. 6urpose of ob analysis in .ob design
2educe personnel costs, streamline work processes,
0ncrease productivity and employee empowerment,
C. 6urpose of ob analysis in Compensation and +enefits3
.ob $nalysis can be used in compensation to identify or determine3
7kill levels
Compensation ob factors
8ork environment 'e.g., hazardsA attentionA physical effort(
,uestion -o) 55 0 1ar2s) 3 3

%xplain the role of BDE degree feedback in the measurement of performance.
The BDE&degree evaluation is a common tool in human resource
management. 7imply put, it is a mechanism for evaluating someoneFs
performance based on feedback from everyone with whom the individual
comes in contact = supervisors, coworkers, partners, subordinates, the
general public. 0t is a method of collecting input from many sources in an
employeeFs environment.
This can be a powerful tool. %ach of wants to know how weFre doing in
our work. This method of collecting evaluative input is an excellent source
of motivation for employees because it provides a truly honest assessment of
how the employee and her performance are viewed by a variety of
constituents.
,uestion -o) 56 0 1ar2s) 5 3

/ow the stress can be recognized?
7ecognizing 8tress
7hort&term physical symptoms
5ong&term physical symptoms
0nternal symptoms
+ehavioral symptoms
8hort9:erm $h%sical 8%mptoms
Faster heart beat
0ncreased sweating
Cool skin
Cold hands and feet
Feelings of nausea, or F+utterflies in stomachF
2apid +reathing
Tense )uscles
*ry )outh
$ desire to urinate
*iarrhea
;ong9term $h%sical 8%mptoms
Change in appetite
Fre!uent colds
0llnesses such as3
$sthma
+ack pain
*igestive problems
/eadaches
$ches and pains
Feelings of intense and long&term tiredness
&nternal 8%mptoms
8orry or anxiety
Confusion, and an inability to concentrate or make decisions
Feeling ill
Feeling out of control or overwhelmed by events
)ood changes3
#*epression
#Frustration
#/ostility
/elplessness
2estlessness
+eing more lethargic
*ifficulty sleeping
*rinking more alcohol and smoking more
Changing eating habits
2elying more on medication
<ehavioral 8%mptoms
Talking too fast or too loud
Fiddling and twitching, nail biting, grinding teeth, drumming fingers,
pacing, etc.
+ad moods
+eing irritable
*efensiveness +eing critical
$ggression
0rrationality
,verreaction and reacting emotionally
2educed personal effectiveness
+eing unreasonably negative
)aking less realistic udgments
+eing unable to concentrate and having difficulty making decisions
,uestion -o) 5= 0 1ar2s) 5 3

*ifferentiate between ob description and ob specification.
4ob description
The ob description is a document that provides information regarding the
tasks, duties, and
responsibilities of the ob. .ob description takes on an even greater
importance under the
$mericans with *isabilities $ct because the description of essential ob
functions may be
critical to a defense regarding reasonable accommodation.
8here as
4ob specification
)inimum acceptable !ualifications that a person should possess to perform
the ob are
included in the ob specification. 7ome of the items often included are
re!uirements for
education, experience, personality, and physical abilities.