CHANGES IN STRUCTRURE.

Due to changing conditions/situation and changing strategies

used, organization structures may also change according to
work specialization, departmentalization,change of command,
span of control, centralization, formalization and job redesign,
among others. Managers are advised to alter one or more of
these structural components, depending on the needs of their
organization.
CHANGES IN TECHNOLOGY.
Technology changes usually refer to changes in work
processes and methods used, introduction of new
equipment and work tools, automation, or
computerization. Competitive factors or innovations in
industries require administrators om companies to
consider such technological changes.
Computerization is the most popular example of
technological change. With the use of computer
networks, large amounts of data can be stored,
retrieved, and utilized in many different ways from the
simple keeping of employees’ records to controlling
complex equipment. Both large and small companies
now use the internet to transact business, hence the rise
of e-commerce as standard practice in many firms. It has
also created a new group of workers called “virtual
workers” who work from their homes or elsewhere.
MANAGING RESISTANCE TO
CHANGE
Change is considered by many organization members as threat.
It is common for people to fear changing the status quo, even if
doing so might bring beneficial effects. The possible reasons for
this fear of change are uncertainty, concern about personal
loss, pessimism, the belief that it will have negative effects on
the organization, and change in their habitual practices, among
others. The following are required to manage resistance to
change:

EDUCATION – employees have to be educated regarding the

reasons for and the relevance change
PARTICIPATION – allow organization members to participate in
decision-making related to bringing change to their company
FACILITATION AND SUPPORT – facilitate and provide new skills
training and counselling for employees to minimize their fear of
change
MANIPULATION OF INFORMATION – withhold damaging
information about change to make it acceptable to organization
members
SELECTION OF PEOPLE – select people who are open to change
to help dessiminate the beneficial effects of change; resistance
to change is lessened
COERCION – the use of direct threats or force to make people
accept change; however, this method is perceived as a form of
bullying, so its is used only when extremely necessary
NEW ISSUES IN CHANGE MANAGEMENT

UNDERSTANDING SITUATION FACTORS

Waiting for the appropriate time and situation is suggested
when bringingchange in organizations. For example, the
induction of new administrators/ leaders is a good time to
introduce changes in the organization’s strategies, policies, and
core values. Employees may show less resistance to change
because they may perceive their new leaders as more capable
of responding to their needs and the organization needs.
Another example is when a crisis situation has just occurred. A
big financial crisis in the organization could trigger a clamor for
change. In this situation, there would be less resistance to the
acceptance of new investment, marketing, and human resource
policies.

MAKING CHANGES IN ORGANIZATION CULTURE

Change in organization culture cannot be done easily because it

is highly valued and ingrained among the firm’s members. Thus,
this must be done slowly to avoid violent resistance. Robbins
and Coulter (2009) suggest the following steps:

 Set the tone through management behavior – top

managers, particularly, need to be positive role models.
  Create new stories, symbols, and rituals to replace those
currently in use.
 Select and promote employees who adapt the new values.
 Redesign socialization processes to align with the new
values.
 Change the rewards system to encourage acceptance of
new values.
 Replace unwritten norms with clearly specified
expectations.
 Shake up current subcultures through job transfer, job
rotation, and/ or termination.
 Work to get consensus through employee participation
and create a climate with a high level of trust.

MANAGING WORKPLACE DIVERSITY

Workforce diversity in organizations is inevitable. It is a fact
that organization members may differ in age, gender, physical
ability, ethnicity/race, culture, values, attitudes, belief, and
personality. Since workgroup diversity is associated with
positive and negative outcomes, managers must try to reduce
the potential negative effects of diversity through:

a.) Encouraging employees to accept the organization’s

culture or its dominant values and
b.) Encouraging employees to accept differences in the
workplace.

These, in turn, may be accomplished by training in order to

improve the inherent negative relationship regarding a
workgroup’s diversity or between its deep level values. Training
can also be used to help employees understand demography
difference. Other was to handle workplace diversity is by
creating supports groups that can help employees ease the
tensions of working in diverse groups and reducing unconscious
stereotyping related to associating low pwerformance to
women, the disabled, or some ethnic group members.

Filipino and Foreign Cultures in Organizations

Filipino-owned organizations exhibit a different organizational
culture as compared to their foreign counterparts. Filipino and
foreign culture in organizations exert big influence on how
managers do their functions and how their subordinates
respond to rules/regulations and leadership styles. Therefore,
organizational culture is a critical factor in numerous
organizational endeavors.

Shared Values and Beliefs of Filipinos

Different people from around the world have their own set of
values or beliefs that they share and consider significants as a
group or a community, As a Filipinos, we are no different from
other groups around the world. Our unique culture also
influence our attitudes about work, as well as our habits

Three primary Filipino values:

Social Acceptance – This value focuses on the desire of
Filipinos to be accepted and treated well by others-his or her
family, relatives, friends, and the members of
communities/organizations where he or she belongs-in
accordance with his or her status, for what he or she is, and for
what he or she has accomplished.

Economic Security – This value emphasizes that one must

have financial stability and that he or she must be able to stand
on his or her own two feet, without incurring debt in order to
meet his or her basic materials needs.

Social Mobility – This value is concerned with his or her

desire to move up the social ladder, to another higher
economic level, to a higher job position, to a position of respect
in his or her family or in the community where he or she lives or
in the organizations where he or she belongs.

Among the examples of Filipino beliefs and practices are the

mañana habit, ningas cogon, and Filipino time.
The mañana habit pertains to the belief that it is alright to
postpone work or finish tasks to another day. Instead of
finishing the task at hand, one opts to rest or engage in
leisurely activity. On the other hand, ningas cogon is a Filipino
practice that refers to the initial show of enthusiasm over a
project during its beginning and the waning of this interest.
Similarly, the energy level of the worker lowers in the course of
the project, hence work slows down.
Filipino time pertains to the common Filipino practice wherein
arriving 15 to 30 minutes late to work or meetings with
associates and friends is considered acceptable.

INFLUENCES OF FILIPINOS’ SHARED VALUES AND

BELIEFS ON ORGANIZATIONAL MANAGEMENT

The Filipino values of social acceptance, economic security, and

social mobility may have both positive and negative
implications to organizational management. All these values
may motivate the Filipino worker to work hard and to be really
serious in trying to help achieve the organization’s goals as
these will lead to the fulfillment of his primary values.
Managers of organizations will find it easy to manage their firm
when their Filipino workers are guided by the primary values
earlier mentioned. However, an exaggerated valuing of social
acceptance, economic, security and social mobility may
influence the Filipino worker to be self-centered, selfish, and
unmindful of whether he or she “steps on the toes” of his or
her coworkers, just so he or she could fulfill these values
quickly. Managers of organizations may have a problem
managing some obsessive and selfish Filipino workers since
these workers may also be unmindful of following the
company’s rules on ethical behavior, on respect for the rights of
others, and on maintining good interpersonal relations to avoid
conflicts.