Here are some key challenges in managing a diverse workplace:
- Communication barriers due to differences in language or cultural norms
- Different work styles, priorities, and preferences across diverse groups
- Potential for misunderstandings, microaggressions, or conflicts between groups
- Biases and prejudices that can disadvantage some groups
- Balancing the needs and perspectives of all diverse employees fairly
- Developing policies and practices that are inclusive of all backgrounds
Managing a diverse team well requires skills like active listening, cultural awareness, unbiased decision-making, and bringing diverse viewpoints together constructively. It's an ongoing challenge to foster understanding while leveraging diversity as a strength.
Groupthink is a type of thought within a deeply cohesive group where members try to minimize conflict and reach consensus without critically analyzing ideas. An example is an Air Force team that developed a new mail system process taking 19 days instead of the previous 8 day process, even though members knew it was worse, due to not wanting to question team solidarity. Another example is an executive who questioned a company's strategy of free storage but was dismissed by younger executives, and the company later went bankrupt. A third example is an entrepreneur who tried to change a company's model but was dismissed by the CEO, and the company later lost money. Factors contributing to groupthink include size and cohesiveness of groups, limiting discussion to few alternatives
The Dangers of groupThink_case incident 2 Organizational behaviorzainab_05
Groupthink occurs when a group makes faulty decisions because group pressures lead to a deterioration of "mental efficiency, reality testing, and moral judgment." Three cases are described that illustrate the negative effects of groupthink. In the first case, a team implemented a mail system process that was worse than the previous system because no one wanted to question the group's decision. In the second case, an investor lost money by not challenging a company's spending. In the third case, an entrepreneur's suggestion to change a business model was ignored due to groupthink. Factors that can lead to groupthink include group cohesiveness, limiting discussion alternatives, and failing to reexamine initially disfavored options. Ways to reduce groupthink include
Dr. Fred C. Lunenburg, lunenburg, Devil's Advocacy & Dialectical Inquiry - IN...William Kritsonis
Dr. Fred C. Lunenburg, lunenburg, Devil's Advocacy & Dialectical Inquiry - INTERNATIONAL JOURNAL OF SCHOLARLY ACADEMIC INTELLECTUAL DIVERSITY - www.nationalforum.com - Dr. William Allan Kritsonis, Editor-in-Chief, Houston, Texas
The document discusses generational differences in philanthropic attitudes and behaviors. It notes that Traditionalists, Boomers, Gen Xers, and Millennials have varying motivations, communication preferences, and engagement styles related to nonprofit fundraising. The author advocates that nonprofits take multi-generational approaches to development that integrate new and traditional strategies in order to effectively engage donors across age groups.
The document discusses several key elements of leadership including bringing out the leader within each person, adapting to change, different personality types, and skills that make a remarkable leader such as storytelling, listening, trust-building and networking. It emphasizes teamwork and empowering others by sharing responsibility and innovating collaboratively. Remarkable leaders are accountable, consider internal and external customers, support creativity, and use problem-solving approaches like setting goals and managing projects and processes to achieve alignments.
Groupthink and its impact on decision makingIman Ibrahim
The document discusses group decision making and the potential for groupthink. It presents Janis's model of groupthink which identifies antecedent conditions like cohesiveness and situational context that can lead to concurrence seeking and poor decisions. The model outlines how groups exhibiting symptoms like illusion of invulnerability and collective rationalization can arrive at defective decisions. The document also discusses techniques to improve group decision making like brainstorming, dialectical inquiry, and the devil's advocate method.
This chapter discusses organizational change and stress management. It identifies common forces that drive organizational change, such as changes in technology, competition, and social/political trends. The chapter outlines different approaches to managing change, including Lewin's three-step model of unfreezing, moving, and refreezing. It also discusses sources of resistance to change and tactics for overcoming resistance, such as participation and communication. Additionally, the chapter defines stress and its potential sources, and examines individual and organizational approaches for managing stress.
This document provides an overview of organizational behavior and related concepts. It discusses how organizational behavior uses scientific methods like field studies, meta-analyses, and case studies to understand individual and group dynamics in workplace settings. Key topics covered include organizational culture and climate, open systems theory, stakeholders, workforce diversity, the management process of planning, organizing, leading and controlling, and the importance of learning and developing skills like emotional intelligence over a career.
Groupthink is a type of thought within a deeply cohesive group where members try to minimize conflict and reach consensus without critically analyzing ideas. An example is an Air Force team that developed a new mail system process taking 19 days instead of the previous 8 day process, even though members knew it was worse, due to not wanting to question team solidarity. Another example is an executive who questioned a company's strategy of free storage but was dismissed by younger executives, and the company later went bankrupt. A third example is an entrepreneur who tried to change a company's model but was dismissed by the CEO, and the company later lost money. Factors contributing to groupthink include size and cohesiveness of groups, limiting discussion to few alternatives
The Dangers of groupThink_case incident 2 Organizational behaviorzainab_05
Groupthink occurs when a group makes faulty decisions because group pressures lead to a deterioration of "mental efficiency, reality testing, and moral judgment." Three cases are described that illustrate the negative effects of groupthink. In the first case, a team implemented a mail system process that was worse than the previous system because no one wanted to question the group's decision. In the second case, an investor lost money by not challenging a company's spending. In the third case, an entrepreneur's suggestion to change a business model was ignored due to groupthink. Factors that can lead to groupthink include group cohesiveness, limiting discussion alternatives, and failing to reexamine initially disfavored options. Ways to reduce groupthink include
Dr. Fred C. Lunenburg, lunenburg, Devil's Advocacy & Dialectical Inquiry - IN...William Kritsonis
Dr. Fred C. Lunenburg, lunenburg, Devil's Advocacy & Dialectical Inquiry - INTERNATIONAL JOURNAL OF SCHOLARLY ACADEMIC INTELLECTUAL DIVERSITY - www.nationalforum.com - Dr. William Allan Kritsonis, Editor-in-Chief, Houston, Texas
The document discusses generational differences in philanthropic attitudes and behaviors. It notes that Traditionalists, Boomers, Gen Xers, and Millennials have varying motivations, communication preferences, and engagement styles related to nonprofit fundraising. The author advocates that nonprofits take multi-generational approaches to development that integrate new and traditional strategies in order to effectively engage donors across age groups.
The document discusses several key elements of leadership including bringing out the leader within each person, adapting to change, different personality types, and skills that make a remarkable leader such as storytelling, listening, trust-building and networking. It emphasizes teamwork and empowering others by sharing responsibility and innovating collaboratively. Remarkable leaders are accountable, consider internal and external customers, support creativity, and use problem-solving approaches like setting goals and managing projects and processes to achieve alignments.
Groupthink and its impact on decision makingIman Ibrahim
The document discusses group decision making and the potential for groupthink. It presents Janis's model of groupthink which identifies antecedent conditions like cohesiveness and situational context that can lead to concurrence seeking and poor decisions. The model outlines how groups exhibiting symptoms like illusion of invulnerability and collective rationalization can arrive at defective decisions. The document also discusses techniques to improve group decision making like brainstorming, dialectical inquiry, and the devil's advocate method.
This chapter discusses organizational change and stress management. It identifies common forces that drive organizational change, such as changes in technology, competition, and social/political trends. The chapter outlines different approaches to managing change, including Lewin's three-step model of unfreezing, moving, and refreezing. It also discusses sources of resistance to change and tactics for overcoming resistance, such as participation and communication. Additionally, the chapter defines stress and its potential sources, and examines individual and organizational approaches for managing stress.
This document provides an overview of organizational behavior and related concepts. It discusses how organizational behavior uses scientific methods like field studies, meta-analyses, and case studies to understand individual and group dynamics in workplace settings. Key topics covered include organizational culture and climate, open systems theory, stakeholders, workforce diversity, the management process of planning, organizing, leading and controlling, and the importance of learning and developing skills like emotional intelligence over a career.
This document discusses organizational behavior and key concepts in management. It defines organizational behavior as the study of how individuals and groups act within organizations and how an understanding of human behavior can help manage people more effectively. It outlines the main management functions of planning, organizing, leading, and controlling. It also discusses why studying organizational behavior is important for understanding employee behavior and improving organizational performance and productivity.
Leadership Gaps in the Nonprofit SectorLisa Clarke
This document provides an overview of a research presentation on leadership gaps in the nonprofit sector. It begins with definitions of key terms like leader, follower, leadership, and management. It then discusses differences between leadership and management. Interviews were conducted and found gaps like a lack of business mindset among nonprofit leaders. Recommendations include collecting more data through case studies and staff interviews to assess leadership training programs, and determining best practices to strengthen the sector. The call to action encourages nonprofits to prioritize leadership development and rely on data in addition to passion.
This document summarizes a chapter from a psychology textbook on social psychology. It covers several key topics:
- Factors that influence conformity, compliance, and obedience, such as social influence, groupthink, and authority figures.
- Components of attitudes, including how attitudes are formed and can be changed, such as through direct contact or persuasion.
- The relationship between attitudes and behaviors, and how attitudes do not always predict behaviors.
This document summarizes a chapter from a psychology textbook on social psychology. It covers several key topics:
- Factors that influence conformity, compliance, and obedience, such as social influence, groupthink, and authority figures.
- Components of attitudes, including how attitudes are formed and can be changed, such as through direct contact or persuasion.
- The relationship between attitudes and behaviors, and how attitudes do not always predict behaviors.
Change Management in Organizations Questions.docxwrite12
The document discusses change agents and their role in organizational change. It describes four types of change agents: the Emotional Champion, Intuitive Adapter, Developmental Strategist, and Continuous Improver. Effective change agents demonstrate traits like commitment, strong communication skills, determination, and flexibility. Experience is important for skill development. Both internal and external change agents can help drive organizational change.
Change Management in Organizations Questions.docxsdfghj21
The document discusses change agents and their role in organizational change. It describes four types of change agents: the Emotional Champion, Intuitive Adapter, Developmental Strategist, and Continuous Improver. Effective change agents demonstrate traits like commitment, strong communication skills, determination, and flexibility. Experience is important for skill development. Both internal and external change agents can help drive organizational change.
Groups face several threats to their effectiveness, including groupthink, social loafing, and risky shift. [1] Groupthink occurs when the desire to conform leads to defective decision making, symptoms include rationalizing and self-censorship. [2] Social loafing is when individuals exert less effort working in a group, caused by factors like lack of accountability. [3] Risky shift refers to groups taking higher risks than individuals due to diffused responsibility for outcomes.
This document discusses the importance of humility in leadership. It defines humility as having an accurate view of oneself, appreciating others' strengths, being teachable, and having low self-focus. Humility is important for leaders today as it helps align people around a strategy, take an enterprise-wide perspective, build relationships, and develop future leaders. Humble leaders are more able to adapt to changing environments, admit mistakes, and accept new ideas. Developing humility involves sharing mistakes, engaging in dialogue over debates, embracing uncertainty, and role modeling following. Humility directly impacts an organization's ability to execute its strategy through problem-solving, learning, and influencing leadership perceptions.
i need assist with dynamic discussion Changing Individuals.docxwrite4
The document discusses change agents and their role in organizational change. It describes four types of change agents: the Emotional Champion, Intuitive Adapter, Developmental Strategist, and Continuous Improver. It also discusses the traits and competencies that contribute to effectiveness as a change agent, such as commitment, communication skills, and experience. Developing oneself as a change agent involves learning from experience through reflection and accepting responsibility.
i need assist with dynamic discussion Changing Individuals.docxbkbk37
The document discusses change agents and their role in organizational change. It describes four types of change agents: the Emotional Champion, Intuitive Adapter, Developmental Strategist, and Continuous Improver. It also discusses the traits and competencies that contribute to effectiveness as a change agent, such as commitment, communication skills, and experience. Developing oneself as a change agent involves learning from experience through reflection and accepting responsibility.
This document summarizes the key approaches to personality psychology discussed in the textbook. It notes that no single approach can account for all aspects of personality, and that each approach focuses on different questions and aspects while ignoring others. It also states that maintaining awareness of multiple approaches helps avoid arrogance and allows for integration of perspectives. Finally, it emphasizes that understanding personality involves observing and seeking to explain a person's behavior over time.
MBAA/NAMS 2013 paper presentation, "CEO Decision Making Challenges in a Stressful Environment: A Delphi Study." Bill Minnis, Eastern Illinois University and William Wilhelm, Indiana State University
The document discusses individual decision making in organizations. It covers rational decision making models and their limitations. Prospect theory and heuristics that influence decision making are described. Biases like hindsight bias, overconfidence, and escalation of commitment are also examined. The chapter concludes with sections on ethical decision making and supporting creativity in decision making.
The document discusses strategies for nonprofit organizations to engage with different generations in fundraising and philanthropy. It outlines characteristics of Traditionalists, Boomers, Gen Xers, and Millennials and how their motivations and communication preferences vary. Successful multi-generational approaches include developing a pipeline of young leaders, integrating new ideas while respecting legacy approaches, and using a variety of online and offline engagement and fundraising methods tailored to each generation. The key is building long-term relationships across generations through inclusive strategies.
Presentation underlying assumptions of organization culturesAtuhairwe Richard
The document discusses organizational culture and its underlying assumptions. It identifies 12 dimensions that can be used to analyze an organization's culture, including whether it has an external or internal focus, emphasizes tasks or human resources, and tolerates risk or conformity. The dimensions also examine how decisions are made, whether the culture values stability or innovation, and whether procedures are formal or informal. Analyzing these dimensions provides insight into an organization's underlying cultural assumptions.
The document discusses a team project analyzing leadership styles. It summarizes interviews conducted with executives from various organizations. The interviews found the executives displayed leadership styles focused on having a clear shared vision ("D" style) or analyzing and planning ("S" style). The document also discusses challenges and benefits of virtual teams, and principles of effective teams including building trust, encouraging conflict, and setting clear goals.
Presentation made at the PM World webinar July 20, 2017. Makes the connection between project management and managing a change project, avoiding the many possible sources of resistance to both the change objective and the process methodology to plan & implement the change.
Personality psychology studies how people think, feel, and behave (the psychological triad). It overlaps with clinical psychology in studying both normal and extreme patterns of personality. The goal of personality psychology is to explain the whole person in their daily environment, though this is very difficult. There are multiple basic approaches to studying personality, including traits, biology, psychoanalysis, learning, and cognition. While each approach has strengths and weaknesses, they are not mutually exclusive and can provide complementary perspectives on understanding personality.
The document discusses engaging different generations in philanthropy. It describes the characteristics of Traditionalists, Boomers, Gen Xers, and Millennials and how they each view and participate in philanthropic activities. The author advocates for a multigenerational approach in nonprofits that integrates new leadership ideas and shares ownership across age groups. Specific strategies are provided for fundraising from each generation and maintaining relationships through multiple communication channels and in-person engagement.
Organizational culture refers to the shared norms, beliefs, and assumptions that bind employees together within an organization. It is reflected through customs, norms, and habits, and shapes the identity of the organization. An organization's culture can be identified by studying its physical characteristics, reading about it, observing employee interactions, and interpreting its stories and symbols. Key functions of organizational culture include providing identity, legitimizing management systems, clarifying standards of behavior, and creating social order.
This document discusses organizational behavior and key concepts in management. It defines organizational behavior as the study of how individuals and groups act within organizations and how an understanding of human behavior can help manage people more effectively. It outlines the main management functions of planning, organizing, leading, and controlling. It also discusses why studying organizational behavior is important for understanding employee behavior and improving organizational performance and productivity.
Leadership Gaps in the Nonprofit SectorLisa Clarke
This document provides an overview of a research presentation on leadership gaps in the nonprofit sector. It begins with definitions of key terms like leader, follower, leadership, and management. It then discusses differences between leadership and management. Interviews were conducted and found gaps like a lack of business mindset among nonprofit leaders. Recommendations include collecting more data through case studies and staff interviews to assess leadership training programs, and determining best practices to strengthen the sector. The call to action encourages nonprofits to prioritize leadership development and rely on data in addition to passion.
This document summarizes a chapter from a psychology textbook on social psychology. It covers several key topics:
- Factors that influence conformity, compliance, and obedience, such as social influence, groupthink, and authority figures.
- Components of attitudes, including how attitudes are formed and can be changed, such as through direct contact or persuasion.
- The relationship between attitudes and behaviors, and how attitudes do not always predict behaviors.
This document summarizes a chapter from a psychology textbook on social psychology. It covers several key topics:
- Factors that influence conformity, compliance, and obedience, such as social influence, groupthink, and authority figures.
- Components of attitudes, including how attitudes are formed and can be changed, such as through direct contact or persuasion.
- The relationship between attitudes and behaviors, and how attitudes do not always predict behaviors.
Change Management in Organizations Questions.docxwrite12
The document discusses change agents and their role in organizational change. It describes four types of change agents: the Emotional Champion, Intuitive Adapter, Developmental Strategist, and Continuous Improver. Effective change agents demonstrate traits like commitment, strong communication skills, determination, and flexibility. Experience is important for skill development. Both internal and external change agents can help drive organizational change.
Change Management in Organizations Questions.docxsdfghj21
The document discusses change agents and their role in organizational change. It describes four types of change agents: the Emotional Champion, Intuitive Adapter, Developmental Strategist, and Continuous Improver. Effective change agents demonstrate traits like commitment, strong communication skills, determination, and flexibility. Experience is important for skill development. Both internal and external change agents can help drive organizational change.
Groups face several threats to their effectiveness, including groupthink, social loafing, and risky shift. [1] Groupthink occurs when the desire to conform leads to defective decision making, symptoms include rationalizing and self-censorship. [2] Social loafing is when individuals exert less effort working in a group, caused by factors like lack of accountability. [3] Risky shift refers to groups taking higher risks than individuals due to diffused responsibility for outcomes.
This document discusses the importance of humility in leadership. It defines humility as having an accurate view of oneself, appreciating others' strengths, being teachable, and having low self-focus. Humility is important for leaders today as it helps align people around a strategy, take an enterprise-wide perspective, build relationships, and develop future leaders. Humble leaders are more able to adapt to changing environments, admit mistakes, and accept new ideas. Developing humility involves sharing mistakes, engaging in dialogue over debates, embracing uncertainty, and role modeling following. Humility directly impacts an organization's ability to execute its strategy through problem-solving, learning, and influencing leadership perceptions.
i need assist with dynamic discussion Changing Individuals.docxwrite4
The document discusses change agents and their role in organizational change. It describes four types of change agents: the Emotional Champion, Intuitive Adapter, Developmental Strategist, and Continuous Improver. It also discusses the traits and competencies that contribute to effectiveness as a change agent, such as commitment, communication skills, and experience. Developing oneself as a change agent involves learning from experience through reflection and accepting responsibility.
i need assist with dynamic discussion Changing Individuals.docxbkbk37
The document discusses change agents and their role in organizational change. It describes four types of change agents: the Emotional Champion, Intuitive Adapter, Developmental Strategist, and Continuous Improver. It also discusses the traits and competencies that contribute to effectiveness as a change agent, such as commitment, communication skills, and experience. Developing oneself as a change agent involves learning from experience through reflection and accepting responsibility.
This document summarizes the key approaches to personality psychology discussed in the textbook. It notes that no single approach can account for all aspects of personality, and that each approach focuses on different questions and aspects while ignoring others. It also states that maintaining awareness of multiple approaches helps avoid arrogance and allows for integration of perspectives. Finally, it emphasizes that understanding personality involves observing and seeking to explain a person's behavior over time.
MBAA/NAMS 2013 paper presentation, "CEO Decision Making Challenges in a Stressful Environment: A Delphi Study." Bill Minnis, Eastern Illinois University and William Wilhelm, Indiana State University
The document discusses individual decision making in organizations. It covers rational decision making models and their limitations. Prospect theory and heuristics that influence decision making are described. Biases like hindsight bias, overconfidence, and escalation of commitment are also examined. The chapter concludes with sections on ethical decision making and supporting creativity in decision making.
The document discusses strategies for nonprofit organizations to engage with different generations in fundraising and philanthropy. It outlines characteristics of Traditionalists, Boomers, Gen Xers, and Millennials and how their motivations and communication preferences vary. Successful multi-generational approaches include developing a pipeline of young leaders, integrating new ideas while respecting legacy approaches, and using a variety of online and offline engagement and fundraising methods tailored to each generation. The key is building long-term relationships across generations through inclusive strategies.
Presentation underlying assumptions of organization culturesAtuhairwe Richard
The document discusses organizational culture and its underlying assumptions. It identifies 12 dimensions that can be used to analyze an organization's culture, including whether it has an external or internal focus, emphasizes tasks or human resources, and tolerates risk or conformity. The dimensions also examine how decisions are made, whether the culture values stability or innovation, and whether procedures are formal or informal. Analyzing these dimensions provides insight into an organization's underlying cultural assumptions.
The document discusses a team project analyzing leadership styles. It summarizes interviews conducted with executives from various organizations. The interviews found the executives displayed leadership styles focused on having a clear shared vision ("D" style) or analyzing and planning ("S" style). The document also discusses challenges and benefits of virtual teams, and principles of effective teams including building trust, encouraging conflict, and setting clear goals.
Presentation made at the PM World webinar July 20, 2017. Makes the connection between project management and managing a change project, avoiding the many possible sources of resistance to both the change objective and the process methodology to plan & implement the change.
Personality psychology studies how people think, feel, and behave (the psychological triad). It overlaps with clinical psychology in studying both normal and extreme patterns of personality. The goal of personality psychology is to explain the whole person in their daily environment, though this is very difficult. There are multiple basic approaches to studying personality, including traits, biology, psychoanalysis, learning, and cognition. While each approach has strengths and weaknesses, they are not mutually exclusive and can provide complementary perspectives on understanding personality.
The document discusses engaging different generations in philanthropy. It describes the characteristics of Traditionalists, Boomers, Gen Xers, and Millennials and how they each view and participate in philanthropic activities. The author advocates for a multigenerational approach in nonprofits that integrates new leadership ideas and shares ownership across age groups. Specific strategies are provided for fundraising from each generation and maintaining relationships through multiple communication channels and in-person engagement.
Organizational culture refers to the shared norms, beliefs, and assumptions that bind employees together within an organization. It is reflected through customs, norms, and habits, and shapes the identity of the organization. An organization's culture can be identified by studying its physical characteristics, reading about it, observing employee interactions, and interpreting its stories and symbols. Key functions of organizational culture include providing identity, legitimizing management systems, clarifying standards of behavior, and creating social order.
1. MASTERING AND MANAGING
CONFLICT
Jamaica Association of
Administrative Professionals
Convention 2012
October 6, 2012 By: Wayne St. A. Jones 1
2. What is conflict?
Antagonism or opposition between or among
persons
Conflict is the result of incongruent or
incompatible relationships between a dyad or
members of a group.
October 6, 2012 By: Wayne St. A. Jones 2
3. Nature of Conflict
Conflict is a condition of opposition wherein:
There is a clash of self-interests
One party’s action adversely affect another’s
Two or more parties have an unresolved
controversy
October 6, 2012 By: Wayne St. A. Jones 3
4. The Elements of Conflict
Every conflict involves three basic elements:
• The issue
The things that caused the conflict
• The relationship
The association or connection between the
disputants
• The emotions
How the disputants feel
October 6, 2012 By: Wayne St. A. Jones 4
5. CONFLICT IN ORGANISATIONS
An expression of dissatisfaction or
disagreement with
• An Interaction
• A Process
• A Product
• A Service
October 6, 2012 By: Wayne St. A. Jones 5
6. Causes of Conflict
• Differing Perceptions • Differing Values
• Competing Goals • Unmet needs
• Conflicting Interests • Lack of Mutual Respect
• Lack or Limited Resources • Sexual Harassment
• Role conflict • Emotional Abuse
• Inequitable treatment • Departmentalization and
• Violation of territory specialization
• The nature of work
• Environmental change
activities
October 6, 2012 By: Wayne St. A. Jones 6
7. Myths About Conflict
• Conflict cannot be managed.
• All conflicts can be resolved.
• Conflict always results in a winner or loser.
• If avoided, dispute/conflict will eventually go away.
• Conflict destroys relationships.
• Conflict is dysfunctional in the workplace.
• Conflict represents communication breakdown.
• If we are careful, conflict can be avoided.
October 6, 2012 By: Wayne St. A. Jones 7
8. The two sides of conflict
Negative: Positive:
• Reduce productivity • Organizational
• Decrease morale innovation
• Cause dissatisfaction • Creativity and
• Increase tension and accommodation
stress • Growth and
development
October 6, 2012 By: Wayne St. A. Jones 8
9. Intra
Personal
Inter
Intra
Organizational
Group
Levels of
Conflict
Inter Intra
Personal Organizational
Inter Group
October 6, 2012 By: Wayne St. A. Jones 9
10. The management of conflict…
IGNORING AVOIDING COERCION
NEGOTIATION MEDIATION ARBITRATION
October 6, 2012 By: Wayne St. A. Jones 10
11. Approaches to conflict Resolution
Unfreezing 1. Initial problem identification
2. Obtaining data
3. Problem diagnosis
• Movement 4. Action planning
5. Implementation
6. Follow-up and stabilization
• Refreezing 7. Assessment of consequences
October 6, 2012 8. LearningA.from the process
By: Wayne St. Jones 11
12. Negative Outcomes
• Some people feel defeated and demeaned
• The distance between people increases
• A climate of mistrust and suspicion arises
• The Individual or the group focus on their own
narrow interests
• Resistance, rather than teamwork develops
• Turnover increases.
October 6, 2012 By: Wayne St. A. Jones 12
13. Positive outcomes:
•Improved ideas
•A tendency to search for new approaches
•A surfacing, then resolving of long-standing
problems
•Clarification of individual views
•Increased interest and creativity
October 6, 2012 By: Wayne St. A. Jones 13
14. Interpersonal conflict management
Respect
Withdrawal
Compromise
Mediation and arbitration
Super-ordinate goals
Problem solving
October 6, 2012 By: Wayne St. A. Jones 14
15. Structural conflict management
• Procedural change: Systems/processes
• Structural Organizational change:
Improved net-working processes and procedures/
qualify terms of reference for all tasks and
procedures
• Physical layout:
Design of the physical workplace
October 6, 2012 By: Wayne St. A. Jones 15
16. Common outcomes
Workplace Violence
• Internal
– Between supervisor and supervisee
– Team members
• External
– Customers
– Members of the Community
– Wider public
October 6, 2012 By: Wayne St. A. Jones 16
17. Main sources of workplace conflict
Change
“The power of technology…to build…and destroy…is such…
that it is likely…few of us have ever heard…the name of
what will be the world’s largest company in 2020.”
Juan Enriquez
October 6, 2012 By: Wayne St. A. Jones 17
18. Definition of Change
Change is the continuous adoption of
corporate strategies and structures to
changing external conditions. Today, change
is not the exception but a steady ongoing
process. In contrast ‘business as usual’ will
become the exception from phases of
turbulence. Change management comprises
both, revolutionary one-off projects and
evolutionary transformations.
October 6, 2012 By: Wayne St. A. Jones 18
19. What Causes Change?
• Technology
• Cultural ideologies
• Competition
• Government
• Climate
October 6, 2012 By: Wayne St. A. Jones 19
20. Change Areas
Strategy A change in the direction of the
organization
Technology Change to production processes
A change in the organization’s product or
service input
Products
Any change in organizational design and
management
Structure
Culture/People Change in employees values, norms,
attitudes, beliefs and behaviours.
October 6, 2012 By: Wayne St. A. Jones 20
21. Nature of Change
• Planned
• Accidental Occurrence
October 6, 2012 By: Wayne St. A. Jones 21
22. Planned Change
• Change activities that are intentional and goal
oriented
Planned Change
Second-Order/
First Order/ Incremental Transformational
October 6, 2012 By: Wayne St. A. Jones 22
23. Levels of Change
• Effectiveness- Doing the right thing
• Efficiency- Doing the right things right
• Improving- Doing things better
• Cutting- Doing away with thing
• Copying- Doing things others are doing
• Different- Doing things no one else is doing
• Impossible- Doing things that can’t be done
Lee & Krayer (2003)
October 6, 2012 By: Wayne St. A. Jones 23
24. Why change that which is not broken?
• Five main reasons:
1. To improve the ‘fit’ between strategy and
organisational capability
2. To install ‘best practice’ elements
3. To exploit organisational core competencies
4. To create an adaptive organisation
5. To improve capacity for strategy-making
October 6, 2012 By: Wayne St. A. Jones 24
25. Change What?
• Structures including processes
• Cultures
• Processes
• Personnel systems:
- Recruitment/selection
- Performance management/appraisal
- Assessment
- Rewards
- Training/development
October 6, 2012 By: Wayne St. A. Jones 25
26. Discussion?
• “When organizations are caught flat-
footed, failing to anticipate or respond to
new needs, management is at fault”
Daft (2006)
October 6, 2012 By: Wayne St. A. Jones 26
27. Resistance to Change
Resistance - any opposition to a shift in the
status quo
• Idea Champions will not always get much
enthusiasm about their ideas.
• This is so especially if the employees were not
a part of the change process.
October 6, 2012 By: Wayne St. A. Jones 27
28. Sources of Resistance to Change
Selective
Information
Processing Habit
Individual
resistance Security
Fear of
the
unknown
Economic factors
October 6, 2012 By: Wayne St. A. Jones 28
29. Sources of Resistance to Change
Threat to
established Structural
resource inertia
allocations
Organizational
Threat to resistance
established Limited
power focus of
relationships change
Threat to
expertise
Group inertia
October 6, 2012 By: Wayne St. A. Jones 29
30. Tactics for Overcoming Resistance to Change
Approach When to Use
Communication •Change is technical
Education •Users need accurate information and analysis to
understand change
Participation • Users need to feel involved
•Designed requires information from others
•Users have power to resist
Negotiation • Group has power over implementation
•Group will lose out in change
Coercion •A crisis exists
•Initiators clearly have power
•Other implementation techniques have failed
October 6, 2012 By: Wayne St. A. Jones 30
31. Tactics Cont’d
Approach When to Use
Top management • Change involves multiple departments or reallocation of
support resources.
•Users doubt legitimacy of change
Facilitation + • Where people are resisting because of fear and anxiety
Support
Manipulation + • Where other tactics will not work or are too expensive
Co-Optation
October 6, 2012 By: Wayne St. A. Jones 31
32. Increasing Workforce Diversity
Those supervisors who approach the issues
with sensitivity and think of their employees
as unique individuals, rather than uniform
members of a class, will be better managers of
diversity and will be more likely to be given
some reprieve by their employees when they
make a mistake.
October 6, 2012 By: Wayne St. A. Jones 32
33. Diversity types in Jamaican
Organisations
– Gender
– Social Status
– Education Level
– Age
– Race
– Nationality
– Religion
October 6, 2012 By: Wayne St. A. Jones 33
34. Changing age structure in USA
• Baby Boomers – born between 1946-
1964 (78 million)
• Generation X – born between 1965
-1976 (45 million)
• Generation Y – born between
1977-1994 (72 million)
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35. Guidance for Supervisors
Employers must make employment decisions on
the basis of individual behaviours and
characteristics.
Do not use any of these classifications, such
as race, sex, and age, to make employment
decisions related to hiring, compensating,
promoting, assigning, terminating employees.
Do not ascribe characteristics to individuals
because of their membership in a class.
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36. DISCUSSION QUESTION
What are some of the challenges in managing a
diverse workplace ?
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