Lecture management a pacific rim focus chapter 17 managing organisations through change and conflict

CHAPTER 17
MANAGING ORGANISATIONS
THROUGH CHANGE AND
CONFLICT
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Lecture outline
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Managing change
Managing resistance to change
Managing conflict
Relationship between conflict & change

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Managing change
competition
economy
technology
External
change

factors

politics
culture

Internal
change
factors

The
jobs
organisation
regulations

employees

structure

imports

technical
development

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Managing change
The change cycle

1.

8.
Evaluation
against
desired
outcomes

Performance
gap

2.
Identify a
desired future

3,
Recognise
need for
change

7.
Implementation

6.
Selection of
appropriate
alternatives

4.
5.

Development
of
alternatives

Problem
diagnosis

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Managing resistance to change
Individual resistance to change:
• Self-interest
• Misunderstanding
• Lack of trust
• Differential assessment
• Ability to adjust

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Managing resistance to change
THREE-STEP PROCESS:

UNFREEZE
UNFREEZE

CHANGE

REFREEZE

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Managing resistance to change
Overcoming resistance to change
Force Field Analysis (Kurt Lewin)
‘a method involving analysing the two types of forces,
driving forces and restraining forces,
that influence any proposed change then
assessing how best to overcome resistance.’

Driving forces
Factors pressuring
for a
particular
change

Restraining
forces
Factors
pressuring
against a change

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Managing resistance to change
Overcoming resistance
Education &
communication

Participation &
involvement

Facilitation &
support

METHODS
(Kotter & Schlesinger)
Explicit &
implicit coercion
Manipulation &
co-optation

Negotiation &
agreement

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Managing conflict
•
•
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Between individuals & organisation
Causes of conflict
Benefits and losses from conflict

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Managing conflict
CONFLICT between individuals/
organisations:
‘Perceived difference between two or more
parties resulting in mutual opposition’.
‘Many job structures conflict with a healthy
personality’s basic growth needs.’
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Managing conflict
Conflict between individuals/organisations:
Very mature employees

Highly
structured
organisations

Conflict is
strongest
with

Fragmented
and
mechanised
jobs

Formalised rules and procedures
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Managing conflict
Conflict between individuals/organisations:

Conflict occurs:
Employees must
choose to

Leave
Defend
Disassociate
Find distraction

Form alliances

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Managing conflict
Causes of conflict
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Communication factors
Structural factors
Size
Participation
Line staff distinctions
Reward systems
Resource
interdependence
• Task interdependence
• Power

• Personal behaviour
factors

• Communication styles
• Workforce diversity
• Differences in goals
• Reward structures
• Differences in
perceptions
• Increased demand for
specialists

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Managing conflict

Benefits & losses from conflict

Benefits

Productive
task focus

Losses

Cohesion &
satisfaction
Power &
feedback
Goal

attainment

Energy
diversion
Distorted
judgement
Loser affects
Poor
co-ordination

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Managing conflict
Reducing/resolving conflict:
• Change situational factors
• Appeal to superordinate goals
• Interpersonal conflict handling techniques
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Avoidance
Accommodation
Competition
Compromise

Collaboration

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Relationship: conflict & change
Managing inter-group conflict
Problem solving
Intergroup training

Confrontation &
negotiation

Intergroup conflict
resolution

Limited communication

Expansion of
resources

Smoothing
Bureaucratic
authority

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Relationship: conflict & change
• Types of inter-group conflict
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Functional
Dysfunctional

• Changing views on conflict
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Traditional view—conflict is destructive & unnecessary
Modern view—conflict is inevitable, & may
produce better organisational performance

• Stimulating conflict
Build group diversity, communicate to provoke change,
encourage competition

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Lecture summary
• Managing change

–
–

Diagnosing need
Change cycle

• Managing resistance to change
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Introducing change
Resistance to change
Managing resistance

• Managing conflict
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–

Individual-organisational conflict
Causes

• Relationship between conflict & change
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Lecture summary
• Managing conflict

–
–

Individual-organisational conflict
Causes

• Relationship between conflict & change
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–
–

Types of inter-group conflict
Changing views on conflict
Stimulating conflict

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