CHANGE MANAGEMENTSoumyaaSrikrishna@hotmail.com

CHANGE AGENTS

Types

Outside Pressure Type People-Change-Technology Type Analysis-for-the-Top Type Organizational Development Type

Roles

Consulting Training Research

Characteristics

Hemophily Empathy Linkage Proximity Structuring Capacity Openness Reward Energy Synergy

Classification

Internal External Internal - External

Why Change fails ?

Leadership Support Allocated Resources Planning and Implementation Communication & Buy-In Priority Adjustment period

What is power?

Power is the ability to …▫Get someone to do something you want

done.▫Make things happen in the way you want

“Power is the opportunity to build, to create, to nudge history in a different

direction." Richard Nixon

8

Sources of Power in Organizations

Powerover Others

Legitimate Power

Reward Power

Coercive Power

Expert Power

Referent Power

Commitment

Consequences of Power

RewardPower

Legitimate Power

CoercivePower

ExpertPower

ReferentPower

Resistance

Compliance

Sources of Power

Consequences of Power

Managers Acquire the power needed for leadership by working towards

Power-oriented behavior Position power and personal power 2–C’s : Centrality and Criticality Building expertise Visibility of their job performance Expanding contacts with senior

people. Seeking opportunities to increase

name recognition. 11

Empowerment

The process by which managers help others to acquire and use the power needed to make decisions affecting themselves and their work.

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Empowerment, and the way managers empower others:

Power as an expanding pie. With empowerment, employees must be

trained to expand their power and their

new influence potential.

Empowerment changes the dynamics

between supervisors and subordinates.

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The Evolution of Power: From Dominationto Delegation

None

High

Deg

ree o

f Em

pow

erm

en

t

Domination Consultation Participation Delegation

Influence Sharing

Manager/leader consults followers

when making decisions

Power Sharing

Manager/leader and

followers jointly make

decisions

Power Distribution Followers are granted authority to

make decisions

Authoritarian Power

Manager/leader impose decisions

Sexual Harassment and Power

•Harasser stereotypes the victim as subservient and powerless

•Harasser threatens job security or safety through coercive or legitimate power

•Hostile work environment harassment continues when the victim lacks power to stop the behaviour

Office Romance and Power

Co-workers believe that employees in relationships abuse their power to favour each other.

Higher risk of sexual harassment when relationship breaks off.

Organizational Politics

Organizational Politics

intentional enhancement

of self-interest

Organizational Politics

“Organizational politics involves those activities by organizations to acquire, develop, and use power and other resources to obtain one’s preferred outcomes in a situation in which there is uncertainty or dissent about choices.”

(Pfeffer, 1981)

Factors Influencing Political Behaviour

Political behaviour

Low High

Favourable outcomes

• Rewards• Averted punishments

Political Tactics

Attacking or blaming others. Creating a favorable image. Developing a base of

support. Inspirational appeal Consultation Exchange Coalition Pressure

How do organizational politics affect managers and management?

Political action in the chief executive suite.

Political action and subunit power.

Managers placing themselves in the positions of other persons involved in critical decisions or events.

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Can the firm use politics strategically?

Organizational governance & its implications The pattern of authority, influence, and

acceptable managerial behavior established at the top of the organization.

Significantly determined by the effective control of key resources by members of a dominant coalition.

22

Can the firm use politics strategically? A person’s behavior must satisfy the

following criteria to be ethical: The behavior must produce the greatest

good for the greatest number of people. The behavior must respect the rights of

all affected parties. The behavior must respect the rules of

justice.

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Limiting the Effects of Political Behavior

Open communication Provide Sufficient Resources Introduce Clear Rules Free Flowing Information Measure performance, not personalities Remove Political Norms Hire Low-Politics Employees Increase Opportunities for Dialogue Peer Pressure Against Politics

The Bottom Line: Managing Organizational Politics Effectively

Learn theCulture and the“Rules of the

Game” forSuccess in theOrganization

Learn theCulture and the“Rules of the

Game” forSuccess in theOrganization

Establish Cred-ibility and an

Overall PositiveImpression inthe Eyes of

Others in theOrganization

Establish Cred-ibility and an

Overall PositiveImpression inthe Eyes of

Others in theOrganization

Build a Base ofSupport byNetworking,

FormingAlliances, etc.,

with KeyPlayers

Build a Base ofSupport byNetworking,

FormingAlliances, etc.,

with KeyPlayers

Create andImplementFormal and

Clear Policies,Procedures,

etc., to ReduceAmbiguity

Create andImplementFormal and

Clear Policies,Procedures,

etc., to ReduceAmbiguity

Be Open andVisible withEmployees

When Dealingwith Key

Issues thatAffect Them

Be Open andVisible withEmployees

When Dealingwith Key

Issues thatAffect Them

Act in WaysConsistent with

What isVerbally

Communicatedto Employees

(Walk the Talk)

Act in WaysConsistent with

What isVerbally

Communicatedto Employees

(Walk the Talk)

Use DefensiveBehaviors asProtection

Against DirtyPolitical

Players in theOrganization

Use DefensiveBehaviors asProtection

Against DirtyPolitical

Players in theOrganization

WORKPLACE DYNAMICS

Positive Change

Planning Feedback Group Thinking Measuring Change