Read the pages and make a brief summary of them with your own words, please. Don't make copy-paste, please. Mention important parts only. Also, you will put your comments and ideas about the topic. Write your comments and opinions briefly on the subject in a separate paragraph at the bottom. Please don't write item by item. Write the summary in paragraph form. TABLE 6.1Same Change, Different Perceptionsthem from the outset in planning for the change, organiza-COUNTERING RESISTANCETO CULTURAL CHANGEtions can ensure that potential resisters understand it andhave adequate opportunities to express their views and con-cerns about it. This type of involvement will help potentialresisters develop a sense of ownership in the change that can,in turn, convert them to advocates.employees for a given period of time, offer these employeessome paid time off either before or immediately after thechange is implemented. Using a quid pro quo can show em-ployees that they are valued.Proposed ChangePerception of AdvocatesPerception of ResistersAutomate production processesImproved productivityThreat to job securityChange is resisted in any organization. Resistance to changeis normal organizational behavior. In this regard, an orga-nization is similar to a biological organism. From the per-spective of organizational culture, the alien is change, andthe organism is the organization to be changed. Continualimprovement means continual change. To ensure contin-ual improvement, one must be able to facilitate continualchange.Loss of authorityMore mental resources focused oncontinual improvementInitiate employee involvement andRespond Quickly and Positively When potential re-sisters raise questions or express concerns, advocates shouldrespond quickly and positively. Making employees wait foranswers magnifies the intensity of their concerns. A quickresponse can often eliminate the concern before it becomesa problem, and it will show employees that theirare considered important. A quick response does not meana surface-level or inaccurate response made before having allthe facts. Rather,can be made thoroughly and accurately. It is also importantto respond positively. Advocates should not be offended by orimpatient with the questions of potential resisters. A negativeattitude toward questions and concerns only magnifies them.empowermentEstablish a supplier partnershipDisruption of established purchasingnetworksMutually beneficial business alliancesAvoid Surprises Predictability is important to people.This is one of the reasons they resist change. Change is un-predictable: it brings with it the specter of the unknown. Forthis reason, it is better to bring potential resisters into theprocess from the outset. Surprising potential resisters willturn them into committed resisters.More knowledgeable, more highlyToo expensiveEstablish an employee educationand training programskilled workforceconcernsEnhanced competitiveness,shared costs, and shared resourcesJoin a manufacturing networkCompetitors taking advantage ofwhat they learn about usmeans a response made as soon as oneWhy Change Is DifficultMove Slowly at First To gain the support of potential re-sisters, it is necessary to let them evaluate the proposed change,express their concerns, weigh the expected benefits, and findHow to Facilitate ChangeIf change is to happen, advocates must begin with a differentMost people understand and accept that organizationalchange will be resisted. However, to be an effective agent ofchange, one must understand why it is resisted. Joseph Jurandescribes organizational change as a "clash between cultures.As Figure 6.2 shows, any organization has two separate cul-tures relating to change: the advocates and the resisters.Advocates focus on the anticipated benefits of thechange. Resisters, on the other hand, focus on perceivedthreats to their status, beliefs, habits, and security. Oftenboth advocates and resisters are wrong in how they initiallyapproach change. Advocates are often guilty of focusing sointently on benefits that they fail to take into account theperceptions of employees who may feel threatened by thechange. Resisters are often guilty of focusing so intently onthreats to the status quo that they refuse to acknowledge thebenefits. These approaches typically divide an organizationinto warring camps that waste energy and time instead offocusing resources on the facilitation of change. Table 6.1shows how advocates and resisters can have different percep-tions of the same proposed change.paradigm. When a change is advocated, ask such questions ways to alleviate problems. This can take time. However, if ad-The responsibility for facilitating change necessarily falls toits advocates. Figure 6.3 illustrates the broad steps in facili-tating change.as the following:vocates are perceived as rushing the change through, potentialresisters will become distrustful and "dig in their heels."Work with Established Leaders In any organization,some people are regarded as leaders. In some cases, thosepeople are in leadership positions (supervisors, middle man-agers, team captains, etc.). In other cases, they are informalleaders (highly respected employees whose status is basedon their experience or superior knowledge and skills). Thesupport of such leaders is critical. Other employees will takecues from them. The best way to get their support is to in-volve them in planning for the change from the outset.- Who will be affected by this change and how?- How will the change be perceived by those it affects?- How can the concerns of those affected be alleviated?Begin with a New Advocacy Paradigm The first stepin facilitating change is to adopt a facilitating paradigm.Juran summarizes the traditional paradigm of change advo-cates as follows:Start Small and Be Flexible Change will be more read-ily accepted if advocates start small and are flexible enoughto revise strategies that are not working as planned. This ap-Understand the Concerns of Potential Resisters The proach offers several benefits, including the following:second step in facilitating change is to understand the con-cerns of potential resisters-to put yourself in their place.1. Starting with a small pilot testor experiment is less threaten-ing than a broad-based, all-encompassing implementation.2. Conducting a small pilot test can help identify unantici-pated problems with the change.3. Using the results of a pilot test to revise the plans forchange ensures that valuable resources are not wastedmoving in the wrong direction.- Advocates of change tend to focus solely on expected re-sults and benefits.. Fear. Change brings with it the unwanted specter of theunknown, and people fear the unknown. Worst-case sce-narios are assumed and compounded by rumors. In thisway, fear tends to feed on itself, growing with time.. Loss of control. People value having a sense of controlover their lives. There is security in control. Change canthreaten this sense of security and cause people to feel as Create a Positive Environment The environment inif they are losing control of their lives, jobs, areas of re- which change takes place is determined by reward and rec-sponsibility, and so on.• Uncertainty. It is difficult to deal with uncertainty. For and recognition system that does not reward risk taking orbetter or worse, people like to know where they stand.Will I be able to handle this? What will happen to me if I dermine change. Managers who take "Do as I say, not as Ican't? These are the types of questions people have when do" attitudes will also undermine change. Well-thought-out,confronted with change.. Advocates are often unaware of how a proposed changewill be perceived by potential resisters.. Advocates are often impatient with the concerns ofTreat People with Dignity and Respect This strategyis fundamental tohavior that acknowledges the human resource as the organi-zation's most valuable asset. Without this strategy, the otherswon't matter.aspectstotal quality. It requires be-resisters.Be Constructive Change is not made simply for the sakeof change. It is made for the sake of continual improvement.Consequently, it should be broached constructively from theperspective of how it will bring about improvements.ognition systems and examples set by managers. A rewardBegin with a NewAdvocacy ParadigmStep 1that punishes employees for ideas that don't work will un-sincere attempts to make improvements should be recog-shouldnized and rewarded even when they fail. ManagersQUALITY TIP. More work. Change sometimes means more work, atleast at first. This concern includes work in the form ofup their sleeves" and do their share of the work associ-"rolllearning. To make the change, people may have to learn ated with change. This approach will create a positive envi-more information or develop new skills. For an unde-fined period, they may have to work longer hours.Can Organizations Instill Their Values or Must TheyHire Only Those Who Already Have Them?ADVOCATES OF CHANGERESISTERS OF CHANGEUnderstand theConcerns ofPotential Resistersronment that is conducive to change.• Desired Change• Desired Status QuoStep 2One of the issues that often comes up in discussions of cor-porate values is the instill versus hire question. This questionis another form of the age-old nature versus nurture debate.The question is this: Can organizations instill their corporatevalues in the personnel they hire or must they hire only thosepersonnel who already share their values? While it is wise to hireas many personnel as possible who already share the organiza-tion's corporate values, old dogs can leam new tricks when itcomes to corporate values. In fact, the U.S. Marine Corps usesits boot camp for just that purpose. The primary goal of theMarine Corps boot camp is to instill the corps' values in the newrecruits. Like the Marine Corps, organizations can instill theirvalues in new personnel.· Benefits of ChangePotential NegativeConsequences of ChangeIncorporate the Change Change will be more readilyImplement Change-Promoting Strategies The third accepted if it can be incorporated into the existing organiza-step in facilitating change is implementing change-promoting when it can be done, it should be done. An example mightstrategies. These are strategies that require an advocacy para-digm and take into account the concerns people typically havewhen confronted with change. Juran recommends the following manually controlled machine tools for numerical control).strategies for handling and overcoming resistance to change:tional culture. Of course, this is not always possible. However,be using an established equipment maintenance schedule tomake major new equipment adaptations (e.g., retrofittingImplementChange-PromotingStrategiesFIGURE 6.2 Change Causes a Classic Confrontation: Irresistible Force Versus Immovable Object.Step 3Provide a Quid Pro Quo This strategy could also becalled require something, give something. If, for example,Involve Potential Resisters At some point in the pro-cess, those affected by change (potential resisters) will have change will require intense extra effort on the part of selectedto take ownership of the change, or it will fail. By involvingFIGURE 6.3 Steps in Facilitating Change.

Question

Read the pages and make a brief summary of them with your own words, please. Don't make copy-paste, please. Mention important parts only. Also, you will put your comments and ideas about the topic. Write your comments and opinions briefly on the subject in a separate paragraph at the bottom. Please don't write item by item. Write the summary in paragraph form. TABLE 6.1Same Change, Different Perceptionsthem from the outset in planning for the change, organiza-COUNTERING RESISTANCETO CULTURAL CHANGEtions can ensure that potential resisters understand it andhave adequate opportunities to express their views and con-cerns about it. This type of involvement will help potentialresisters develop a sense of ownership in the change that can,in turn, convert them to advocates.employees for a given period of time, offer these employeessome paid time off either before or immediately after thechange is implemented. Using a quid pro quo can show em-ployees that they are valued.Proposed ChangePerception of AdvocatesPerception of ResistersAutomate production processesImproved productivityThreat to job securityChange is resisted in any organization. Resistance to changeis normal organizational behavior. In this regard, an orga-nization is similar to a biological organism. From the per-spective of organizational culture, the alien is change, andthe organism is the organization to be changed. Continualimprovement means continual change. To ensure contin-ual improvement, one must be able to facilitate continualchange.Loss of authorityMore mental resources focused oncontinual improvementInitiate employee involvement andRespond Quickly and Positively When potential re-sisters raise questions or express concerns, advocates shouldrespond quickly and positively. Making employees wait foranswers magnifies the intensity of their concerns. A quickresponse can often eliminate the concern before it becomesa problem, and it will show employees that theirare considered important. A quick response does not meana surface-level or inaccurate response made before having allthe facts. Rather,can be made thoroughly and accurately. It is also importantto respond positively. Advocates should not be offended by orimpatient with the questions of potential resisters. A negativeattitude toward questions and concerns only magnifies them.empowermentEstablish a supplier partnershipDisruption of established purchasingnetworksMutually beneficial business alliancesAvoid Surprises Predictability is important to people.This is one of the reasons they resist change. Change is un-predictable: it brings with it the specter of the unknown. Forthis reason, it is better to bring potential resisters into theprocess from the outset. Surprising potential resisters willturn them into committed resisters.More knowledgeable, more highlyToo expensiveEstablish an employee educationand training programskilled workforceconcernsEnhanced competitiveness,shared costs, and shared resourcesJoin a manufacturing networkCompetitors taking advantage ofwhat they learn about usmeans a response made as soon as oneWhy Change Is DifficultMove Slowly at First To gain the support of potential re-sisters, it is necessary to let them evaluate the proposed change,express their concerns, weigh the expected benefits, and findHow to Facilitate ChangeIf change is to happen, advocates must begin with a differentMost people understand and accept that organizationalchange will be resisted. However, to be an effective agent ofchange, one must understand why it is resisted. Joseph Jurandescribes organizational change as a &#34;clash between cultures.As Figure 6.2 shows, any organization has two separate cul-tures relating to change: the advocates and the resisters.Advocates focus on the anticipated benefits of thechange. Resisters, on the other hand, focus on perceivedthreats to their status, beliefs, habits, and security. Oftenboth advocates and resisters are wrong in how they initiallyapproach change. Advocates are often guilty of focusing sointently on benefits that they fail to take into account theperceptions of employees who may feel threatened by thechange. Resisters are often guilty of focusing so intently onthreats to the status quo that they refuse to acknowledge thebenefits. These approaches typically divide an organizationinto warring camps that waste energy and time instead offocusing resources on the facilitation of change. Table 6.1shows how advocates and resisters can have different percep-tions of the same proposed change.paradigm. When a change is advocated, ask such questions ways to alleviate problems. This can take time. However, if ad-The responsibility for facilitating change necessarily falls toits advocates. Figure 6.3 illustrates the broad steps in facili-tating change.as the following:vocates are perceived as rushing the change through, potentialresisters will become distrustful and &#34;dig in their heels.&#34;Work with Established Leaders In any organization,some people are regarded as leaders. In some cases, thosepeople are in leadership positions (supervisors, middle man-agers, team captains, etc.). In other cases, they are informalleaders (highly respected employees whose status is basedon their experience or superior knowledge and skills). Thesupport of such leaders is critical. Other employees will takecues from them. The best way to get their support is to in-volve them in planning for the change from the outset.- Who will be affected by this change and how?- How will the change be perceived by those it affects?- How can the concerns of those affected be alleviated?Begin with a New Advocacy Paradigm The first stepin facilitating change is to adopt a facilitating paradigm.Juran summarizes the traditional paradigm of change advo-cates as follows:Start Small and Be Flexible Change will be more read-ily accepted if advocates start small and are flexible enoughto revise strategies that are not working as planned. This ap-Understand the Concerns of Potential Resisters The proach offers several benefits, including the following:second step in facilitating change is to understand the con-cerns of potential resisters-to put yourself in their place.1. Starting with a small pilot testor experiment is less threaten-ing than a broad-based, all-encompassing implementation.2. Conducting a small pilot test can help identify unantici-pated problems with the change.3. Using the results of a pilot test to revise the plans forchange ensures that valuable resources are not wastedmoving in the wrong direction.- Advocates of change tend to focus solely on expected re-sults and benefits.. Fear. Change brings with it the unwanted specter of theunknown, and people fear the unknown. Worst-case sce-narios are assumed and compounded by rumors. In thisway, fear tends to feed on itself, growing with time.. Loss of control. People value having a sense of controlover their lives. There is security in control. Change canthreaten this sense of security and cause people to feel as Create a Positive Environment The environment inif they are losing control of their lives, jobs, areas of re- which change takes place is determined by reward and rec-sponsibility, and so on.• Uncertainty. It is difficult to deal with uncertainty. For and recognition system that does not reward risk taking orbetter or worse, people like to know where they stand.Will I be able to handle this? What will happen to me if I dermine change. Managers who take &#34;Do as I say, not as Ican't? These are the types of questions people have when do&#34; attitudes will also undermine change. Well-thought-out,confronted with change.. Advocates are often unaware of how a proposed changewill be perceived by potential resisters.. Advocates are often impatient with the concerns ofTreat People with Dignity and Respect This strategyis fundamental tohavior that acknowledges the human resource as the organi-zation's most valuable asset. Without this strategy, the otherswon't matter.aspectstotal quality. It requires be-resisters.Be Constructive Change is not made simply for the sakeof change. It is made for the sake of continual improvement.Consequently, it should be broached constructively from theperspective of how it will bring about improvements.ognition systems and examples set by managers. A rewardBegin with a NewAdvocacy ParadigmStep 1that punishes employees for ideas that don't work will un-sincere attempts to make improvements should be recog-shouldnized and rewarded even when they fail. ManagersQUALITY TIP. More work. Change sometimes means more work, atleast at first. This concern includes work in the form ofup their sleeves&#34; and do their share of the work associ-&#34;rolllearning. To make the change, people may have to learn ated with change. This approach will create a positive envi-more information or develop new skills. For an unde-fined period, they may have to work longer hours.Can Organizations Instill Their Values or Must TheyHire Only Those Who Already Have Them?ADVOCATES OF CHANGERESISTERS OF CHANGEUnderstand theConcerns ofPotential Resistersronment that is conducive to change.• Desired Change• Desired Status QuoStep 2One of the issues that often comes up in discussions of cor-porate values is the instill versus hire question. This questionis another form of the age-old nature versus nurture debate.The question is this: Can organizations instill their corporatevalues in the personnel they hire or must they hire only thosepersonnel who already share their values? While it is wise to hireas many personnel as possible who already share the organiza-tion's corporate values, old dogs can leam new tricks when itcomes to corporate values. In fact, the U.S. Marine Corps usesits boot camp for just that purpose. The primary goal of theMarine Corps boot camp is to instill the corps' values in the newrecruits. Like the Marine Corps, organizations can instill theirvalues in new personnel.· Benefits of ChangePotential NegativeConsequences of ChangeIncorporate the Change Change will be more readilyImplement Change-Promoting Strategies The third accepted if it can be incorporated into the existing organiza-step in facilitating change is implementing change-promoting when it can be done, it should be done. An example mightstrategies. These are strategies that require an advocacy para-digm and take into account the concerns people typically havewhen confronted with change. Juran recommends the following manually controlled machine tools for numerical control).strategies for handling and overcoming resistance to change:tional culture. Of course, this is not always possible. However,be using an established equipment maintenance schedule tomake major new equipment adaptations (e.g., retrofittingImplementChange-PromotingStrategiesFIGURE 6.2 Change Causes a Classic Confrontation: Irresistible Force Versus Immovable Object.Step 3Provide a Quid Pro Quo This strategy could also becalled require something, give something. If, for example,Involve Potential Resisters At some point in the pro-cess, those affected by change (potential resisters) will have change will require intense extra effort on the part of selectedto take ownership of the change, or it will fail. By involvingFIGURE 6.3 Steps in Facilitating Change.

Accepted Answer

Organization behavior - It is a multidisciplinary study of human behavior in an organization set up…