9.5 Degree of Change

Pages 323 through 327 discusses the dimensions of change.  I think that the degree of change can sometimes be the biggest factor.  As the book points out, first-order changes happen almost every single day and most people find a way to deal with it.  First-order changes are expected and people find it easier to adapt.  Second-order changes such as lay-offs are much more difficult for people to handle because they are unexpected.  Second-order changes can disrupt the system and create uncertainty, which makes it harder for employees to adapt to.  Of course, there will always be those who resist change regardless of the degree of seriousness.  

Although change does not have to be negative, it is sometimes perceived as negative initially until the benefits are seen.  We were recently told at work that there would be some changes in our budget due to the economy.  Our company takes its employees on a ski trip every January and this trip has been cancelled for 2009.  This change has been extremely difficult for most of us to accept.  Although this is probably the best decision for the company in the long run, it's being met with resistance.

9.4 Making organizational change a success...

On page 328, there is a discussion on what makes organizational change successful. This section highlights the importance of looking at the initial goals of the change and the unintended consequences. At the company I work for, there had previously not been an HR department. This year a new HR department has been implemented with 3 or 4 new employees and it has not been a big success so far. I think one of the major problems is that the intended goals of establishing an HR department were not communicated properly. Before the HR department, there were several employees that took care of the HR functions and now these employees feel like their responsibilities have been taken away. Their morale has been low and there has been some feelings of resentment. I think some of this could have been predicted and handled better, instead of the poor way in which it is being handled right now. There have been other unintended consequences and most of company has been showing resistance to these changes. Although it may be too early to judge the success of this change, so far it has not been going well because goals and consequences were not properly assessed or communicated.

9.3 Technology changes everything...

I never knew an organization existed just to teach those above the age of 55 how to use computers -- that's great! Box 11.3 discusses the changes that the organization SeniorNet must cope with. Any change in society affects organizations and people and everyone must make adjustments. I think ever since technology took over, all organizations and people have been forced to rapidly adjust and adapt to all these new technologies. Technology has changed many things in organizations; employees and managers alike must be open to these changes. There are still people that insist on doing things the "old-fashioned way" and it's not beneficial for the organization because there are more efficient ways of doing things now. For example, one of my co-workers still insists on filing everything as hardcopy papers instead of scanning and saving. It's a waste of time to go through her files and dig out documents. So I think in cases like this, companies should step in and make a rule and insist that the new method be adopted.

9.2 Managing Conflict

I really like how our authors emphasize that there is no one best style for managing conflict on page 291.  This is very true and it highlights the importance of a manager being able to adapt to the situation.  I think managers that approach every situation with the same style and outlook will run into trouble.  It is especially important that when there is conflict, the manager is able to adjust to the situation and use the appropriate approach to deal with the situation.  Box 10.7 shows five basic styles for managing conflict and a manager may have had to use every one of these styles at some point in their careers.  I think a successful manager should be able to identify the type of conflict and use the appropriate approach.  I see managers trying to use power and authority when they are faced with difficult situations and this may not always be the best approach.

9.1 Context of Conflict

The discussion on page 286 and 287 highlights that the context in which we experience conflict influences how we deal with it.  The authors discuss the differences between high-context and low-context cultures and how this can create conflict if people are not aware of these differences.  Organizational cultures also determine how we deal with conflict and I can understand how this.  For example, in the company I work for everyone is very formal and we are not encouraged to openly talk about our problems.  If a conflict does arise, it's more likely to be ignored or the more senior person would get his/her way.  However, many of my friends who work for different companies will openly talk about their problems or voice their opinions to anybody in the organization.  I don't know which way is better, both have their pros and cons.  In my organization, we don't really deal with awkward situations and conflict because everything is resolved through power.  This way of resolving problems is not the best way and only results in a false consensus.

8.5 Control through technology

There have been quite a few blogs already regarding the use of technology to monitor and control employees and chapter 9 mentions this as well. I agree that organizations should have control and should monitor their employees to some extent. I know when I am at work, I usually have my personal email open and I occasionally take breaks and surf the net, read news, chat, pay bills, etc. I also make phone calls and gossip with fellow workers. Likewise, when I am at home I still check my work email and if there are urgent requests I do those at home as well. Organizations should know that this is normal and expected. It's impossible for an employee to work for 8-10 hours a days without doing something personal. After all everyone has lives outside of work! If organizations want employees that are completely dedicated and are willing to put in a lot of hours then these organizations should be willing to trust their employees and accept that they will be doing personal things at work. I feel that monitoring key strokes, recording phone conversations, using cameras, etc. are violating. All that matters in the end is that the work gets done!

8.4 Too much control...

Whenever my boss gives me a task she insists on explaining exactly how I should complete it and when I should complete.  She also sets a deadline and sends a reminder and checks in with me several times.  I find that this is extremely annoying because often her way of doing things is different from mine and I think it takes the learning aspect out of it.  I would prefer to be given a task with a little explanation and try doing it myself and ask questions if I get stuck.  I think this an example of being overly controlling and not allowing for employee growth.  I often feel like I am not able express my creative ideas or try new things because my bosses ways are so rigid.  Even worse is that this leadership style damages the organization as well, because employees will not be innovative or motivated.

In looking at Box 9.8, I think this system of control is bureaucratic.  The supervision is rigid and does not allow for creativity.  I think that a concertive system of control would be more beneficial and allow for more employee involvement.