explains the urgency of a proper change management plan in order to enhance the transition and get the majority of the employees engaged within the plan

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PROPOSAL

CHANGE MANAGEMENT: ORGANIZATIONAL CHANGE FROM PROJECT TO OPREATION AT REFINARY

The process of change management is a necessary phase within organizations. Perception of employees about change management is a role player to an organization’s succession or failure during its change processes. This study aims to link the goals of the organization’s change management plans and the perceptions of the employees.

The study will be descriptive and quantitative, including online the surveys with a random sample of 50 employees from different levels within the organizations. The survey will focus on the satisfactions and expectations of the employees about the implementations of the change management plan. The results will be analyzed and expressed in graphs.

The main focus of this case study is to arrange a smooth transition and hand over of Company from project phase to operational phase. During the transition, series of significant organizational changes, most of the employees will be called upon to change their environment and practices to respond to the needed changes and demanded expectations.

In essence, the case study explains the urgency of a proper change management plan in order to enhance the transition and get the majority of the employees engaged within the plan.

Motivation

The reason for people’s actions, willingness and goals

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Motivation

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Motivation

The theories of motivation can be divided into three broad categories.

1. Reinforcement theories (Vs. Punishment)

2. Content theories

3. Process theories

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Motivation – Reinforcement Theory 1. Intermittent vs. continues reinforcement: (some time vs. all the time)

2. Positive reinforcement: following the response with something positive

(good job = raise)

3. Negative: withdrawing and holding the – part (move good employee to

shift desired)

4. Punishment: negative action

5. Extinction: is a means to stop someone from performing a learned

behavior

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Motivation-Maslow 1. Physiological: Getting $ to buy the needs

2. Safety: No harm, security, compensation program

3. Social: Friends at work

4. Recognition: Name on door, parking

5. Self Actualization (Top): using the max. ability on the job

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Motivation- McClelland

The three needs:

1. Achievement: Entrepreneurship (not related to ordinary mgt)

2. Power: strong and positive performance (power to do well)

3. Affiliation: High affiliation = Low performance

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Motivation- Herzberg

1. Motivator: Related to the job directly (challenges and responsibility)

2. Hygiene: Related to the things outside the job (pay, working

conditions, supervisor)

His Theory: pay does not motivate us well

(contradicts with MASLOW)

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Motivation- Herzberg

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Motivation- Equity

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Equity theory: based on the phenomenon of social comparison

Motivation- Equity

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Vroom’s expectancy theory argues that work motivation is determined by

individual beliefs regarding effort/performance relationships and work

outcomes.

M = (E) × (I) × (V).

Learning

1. Classical Conditions: connection we make between things (pairing

one thing with another. Ex: Pet food and bill)

2. Operant Condition: Reward after doing something based on the

consequences of the behavior (opposite #1)

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Learning 3. Social Learning Theory:

Learning from each other by watching, it is more powerful in effect:

• Model: parents, friend, managers

• Observation: watching

• Consequences: Monitor results

• Self Reinforcement: Self reward

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Integrating The Motivation Theories

• Link satisfaction and performance:

• Job satisfaction is the degree to which individuals feel positively or

negatively about their jobs. o JOB SATISFACTION, RETENTION AND PERFORMANCE

o INTEGRATED MODEL OF MOTIVATION

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Conflict Whenever a person negatively impact something we care about

Sources of Conflict:

1. Different goals

2. Different values & believes

3. Task interdependence (what you do impacts all)

4. Scarce resources (limited)

5. Ambiguous roles

6. Communication problems

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Organizational Change Why do people resist change:

1. Sunk Cost: People have invested time & efforts

2. Inadequate info: no info in advance and/or its benefits

3. Personality: type and reaction

4. Group norms: what does your team think about the change

5. Political resistance: people who are already benefiting and don’t

want to change (they are happy)

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Dynamics of Stress • Stress is tension from extraordinary demands, constraints, or opportunities.

SOURCES OF STRESS: Stressors: Work-Related Stressors or Non-work and Personal Stressors

• STRESS AND PERFORMANCE: It has two faces—one positive and one negative:

1. Constructive stress, or eustress

2. Destructive stress, or distress

• STRESS AND HEALTH: (anxiety & frustration)

• STRESS MANAGEMENT: – Stress prevention – Stress management (wellness)

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