9/15/2014 1 CHAPTER 2 Coping with the Future: The Challenge of Change Changes in the workplace  The “Darwinian” global economy  The virtual office and telecommuting  Flexible work schedules  Emphasis on results versus “putting in time”  Multiple jobs/careers  Diversification and globalization of the workplace9/15/2014 2 Why change in the workplace is often resisted  Psychological barriers to change  Economic insecurity  Fear of the unknown  Threats to social relationships  Habit  Failure to recognize the need for change  Organizational (social and structural) barriers to change  Structural inertia  Work group inertia  Threats to the existing balance of power  Previously unsuccessful change efforts9/15/2014 3 Why change in the workplace is often resisted  Psychological barriers to change  Economic insecurity  Fear of the unknown  Threats to social relationships  Habit  Failure to recognize the need for change  Organizational (social and structural) barriers to change  Structural inertia  Work group inertia  Threats to the existing balance of power  Previously unsuccessful change efforts Overcoming resistance to change  Participation  Providing clarity  Rewarding people for changing  Obtaining political support9/15/2014 4 Techniques of organizational development: survey feedback  Survey feedback: change through information  Some or all employees respond to a carefully developed questionnaire  The information obtained is reported back to employees  Specific plans are developed for dealing with the problems identified by the survey  Advantages of the survey feedback technique  Yields a large amount of useful information quickly  Is flexible and works in many different settings  Is often helpful in developing concrete plans for change Techniques of organizational development: sensitivity training  Sensitivity training (encounter groups, laboratory groups, T-groups)  The only task of such groups is sensitivity training (developing insight)  The group “leader” is a facilitator  The learning experience can be intense and even painful  “Spillover” effects can occur, raising the issues of trust and vulnerability9/15/2014 5 Techniques of organizational development: team building  Team building to create more effective work groups  Step 1: Identify problems, have a diagnostic session, and then collect data  Step 2: List desired changes  Step 3: Develop appropriate action plan(s)  Step 4: Evaluate progress (feedback)  Step 5: Re-start the process? Techniques of organizational development: quality of work life  Quality of work life approach  Create a climate of mutual respect  Work restructuring to make jobs more interesting and varied  Create a safer and more comfortable workplace  Narrow the status gap  Participative style of decision-making  Quality circles (small groups of about 10)  Concern with the quality of work performed  Concern with the work environment9/15/2014 6 Techniques of organizational development: quality of work life  Benefits of the quality of work life approach  increased job satisfaction? (in the short term, yes; in the long term, not so much)  increased organizational commitment?  increased productivity? (typically, yes)  increased organizational effectiveness? (mixed)  Two potential pitfalls  Lack of cooperation between management and workers  Failure to implement the agreed-upon program Opportunities for development  Dual career ladders  Managerial ladder  Professional ladder  The “temping” of the workforce (contingent work)  Advantages to the workers  More time for other activities  Opportunities to acquire new skills and experience  Opportunities to network and to compare different work settings9/15/2014 7 Opportunities for development  The “temping” of the workforce (contingent work)  Disadvantages to the workers  No pensions  No job security  No benefit packages  Potential morale problems and conflict  Perceived second-class status Opportunities for development  Making the best of being a contingent worker  Develop an entrepreneurial spirit  Develop definable skills  Market yourself  Realize that no one’s position is absolutely secure  Enjoy the flexibility of contingent employment9/15/2014 8 Opportunities for development  Transferable job skills  Learn to learn  Keep up with technology  Develop person (social) skills  Emotional expressivity (expressivity)  Emotional sensitivity (empathy)  Emotional control (controlling one’s emotions)  Social expressivity (poise)  Social sensitivity (tact, discretion, appropriateness)  Social control (impression management,