Running head: ORGANIZATIONAL BEHAVIOR CHANGE MANAGEMENT 1
Fruition of Management and Organizational Behavior
La Wanda Blaylock-Holland
BUS610: Organizational Behavior (MOC1636B)
Instructor: Kurt Stuke
October 10, 2016
ORGANIZATIONAL BEHAVIOR CHANGE MANAGEMENT 2
Abstract
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ORGANIZATIONAL BEHAVIOR CHANGE MANAGEMENT 3
Fruition of Management and Organizational Behavior
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provides for up to five heading levels, shown in the paragraphs that follow. Note that the word
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The Salad Bowl Culture
Chicago Mercantile Exchange: Cultural LifeThe observable artifacts of an organization
can be describe as the visual structures and processes of an organization with some being
observable, others more implicit, and at times difficult to discern (Stelter, 2012). The CME
Group has observable artifacts that distinguish the opening of a new commodity inside a trading
pit. With the opening of a new commodity and trading pit, a ceremony is held before opening
trading accompany by food and drinks. A guest speaker is present normally the CEO of the
CME Group along with the joint parities responsible for the opening of the new commodity.
Along with a ceremony a new flag/banner presenting the new commodity at what it means for
the trading world is put on display throughout the walls of the trading floor to inform
traders/brokers who may be of interest. Espoused Values Baack (2012) state “espoused values
are the explicitly stated values and norms that are found in organizations” (para. 26). The
espouse values of the CME Group is to become the largest diverse trading floor in the world as
the CME Group aspires to become the largest powerhouse know to the trading world. The CME
Group also holds espouse values in employment holding expectations in employing and training
a diverse organization as diverse as the markets it trades. Enacted Values Employee and
managerial behavioral values and norms exhibited as seen as enacted values (Baack, 2012).
Teamwork, leadership, and exceptional communication are extremely vital on the trading floor
ORGANIZATIONAL BEHAVIOR CHANGE MANAGEMENT 4
for daily operations to run properly. Thus, to set the example of such, pit supervisors and floor
managers are often seen performing multi-duties beyond those assigned to show employees
commitment to performing task at an exceptional level. Often, employees will witness
supervisors and managers pitching in during volatile markets
Modes of Communication verbal or written1
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Nature of Authority recognized social rank.
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paragraphs with their own headings, where appropriate.]
Intrinsic or Extrinsic used to influence Production.
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following it before the next heading, just add a period at the end of the heading and then start a
new paragraph for the subheading and its text.] (Last Name, Year)
Areas of EQ(emotional quotient embrace by the organization.
The ERG Theory and Maslow’s Hierarchy of needs are both content theories of
motivation. Content theories of motivation examine factors within individuals, notably needs,
that lead to behaviors. Content theories describe the essence or content of motives, which are
often viewed as unsatisfied or unfulfilled needs (Baack, 2012, Sec. 4.1).
Maslow’s Hierarchy was first developed in 1954 by Abraham Maslow (Baac, 2012, Sec.
4.2). Maslow’s Hierarchy revolved around five basic needs; 1) physiological (basic physical
needs for life: food, clothing, shelter, water and sex), 2) safety (need for security and protection),
3) social(need for affection, acceptance, and a sense of belonging), 4) esteem (being viewed with
ORGANIZATIONAL BEHAVIOR CHANGE MANAGEMENT 5
high regard by others and respected), and 5) self-actualization (feeling that one’s life is
meaningful and helpful to others).
Alderfer’s ERG theory was developed in 1972 by Clayton Alderfer. Alderfer simplified
Maslow’s Hierarchy of needs by breaking the five basic needs into three concepts; 1) Existence
(equate to concepts of physiological and safety needs), 2) Relatedness (match social needs), and
3) Growth (incorporate needs for esteem and self actualization). While the ERG theory is similar
to Maslow’s Hierarchy of needs, Alderfer added a second concept to Maslow’s approach,
frustration-regression. This addressed the result of what would occur if an individual could not
move to the next concept or level. That individual would regress to the prior concept and expand
that concept or level (Baack, 2012, Sec. 4.2).
Change entails learning new methods and altering daily practices. It is the modification
of structure or the process of a system (http://www.mbaknol.com/management-concepts/factors-
affecting-organizational-change/). Many individuals become apprehensive when there are
organizational changes because they are concerned about the effect on their responsibilities and
position. Change is implemented by leaders to improve procedure and the overall functioning
process of the organization. “Forced change, without workers’ support, will result in a half-
hearted, inefficient operation (Fossum, 1989 p.1).”
Internal and external factors within an organization affect the support of workers.
Employees resist change for a variety of internal factors which include (Baack, 2012):
* lack of understanding
* lack of trust in management
* differing assessments of the need for change
ORGANIZATIONAL BEHAVIOR CHANGE MANAGEMENT 6
* low tolerance for change
Additional internal changes include changes in managerial personnel and deficiency in
existing organizational practices as previous practices may be antiquated
(http://www.mbaknol.com/management-concepts/factors-affecting-organizational-change/).
Lack of Trust in Management
Management was secretive regarding the changes that were being
implemented and the new system created lack of trust in management. The workers were
concerned about their jobs because they lacked understanding pertaining to the changes. The
addition of the new operations manager eluded to the workers potential plans for job
replacement. The lack of trust in management enhanced the inertia in the company.
Differing Assessments of the Need for Change
The worker’s did not understand management’s decision to implement this
new data system that increased their workload. The new system was perceived as double work
because old formats were being used in conjunction with the new system templates.
Managements reason for the change was enhance visibility to the new orders that generated by
sales, enhance inventory control, expedite the shipping process, and run departmental reports.
The workers did not receive the overall picture from the management team and did not assess the
need for these changes to be an asset to the overall functioning of the organization.
Low Tolerance for Change
The combination of perceived increased work load, uncertainty of job
stability, new management, and upper – management secrecy resulted in delayed participation
and slow paced data input. The workers believed the delay of data input would prove to
management that there was a massive workload bestowed upon them. The culture of the
ORGANIZATIONAL BEHAVIOR CHANGE MANAGEMENT 7
company was antiquated and the workers were comfortable functioning in this environment,
which resulted in low tolerance for the technological improvements.
Planned Approach
“John Kotter, builds on Lewin’s three-step model and adds detail (Kotter, 1996).
According to Kotter, change involves
1. Establishing a sense of urgency and a compelling reason to make the change
2. Forming a power coalition to lead the change
3. Creating a new vision with supporting strategies
4. Communicating the vision to all employees
5. Empowering others to act on the vision, including encouraging risk taking and
