Response towards change
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Transcript of Response towards change
Two-Horned Chameleon (Kinyongia multituberculata) a.k.a Sesumpah
Faridah HabibGS 27504
Billy Valentine Jihir GS 27465
Ismail MohamedYusof GS 27185
ORGANIZATIONAL RESPONSE TOWARDS CHANGE
INTERNAL RESPONSE
EXTERNAL PRESSURE
FOR CHANGE
Technology
Competition
Globalization Environment
Social changes
Economic conditions
Legal changes
•Teams
•Personal accountability
•New technologies
•Emphasis on customer
Competencies-based H.R. systems
•Strategic planning
EXTERNAL PRESSURE
FOR CHANGE
•Restructuring
•Training & development•Performance agreements/targets Political Decisions
•Visible & Visionary leadership
•Focus on results
•Contracts•Delegation of authority
•Transparent decision-making
WHY ORGANIZATIONS CHANGE?WHY ORGANIZATIONS CHANGE?
•Downsizing
•Right-sizing
Total Quality Management
TYPES OF CHANGETYPES OF CHANGE
Continuous or Incremental Continuous or Incremental
ChangeChange
Radical/Transformational Radical/Transformational
ChangeChange
INCREMENTAL CHANGE* involves either one organizational involves either one organizational
components (e.g. strategy, structure, components (e.g. strategy, structure,
process, culture)process, culture)
* focused and bounded to organizationfocused and bounded to organization
* building on existing worksbuilding on existing works
TRANSFORMATIONAL CHANGE
* fundamental redefinition of the fundamental redefinition of the organization (identity, vision, strategy, organization (identity, vision, strategy, values)values)
* involves all organizational components involves all organizational components (culture, structure, processes, (culture, structure, processes, technology)technology)
* complete break from the pastcomplete break from the past
C = f (D x V x F > R )C = ChangeD = Dissatisfaction with how things are now;V = Vision of what is possible;F = First, concrete steps that can be taken towards the vision.If the product of these three factors is greater thanR = Resistance,then change is possible. Because of the multiplication of D, V and F, if any one is absent or low, then the product will be low and therefore not capable of overcoming the resistance.
1987 Richard Beckhard, Reuben Harris and David GleicherRichard Beckhard, “ Strategies for Large Systems Change,” Sloan Management Review, Winter 1975: 43-55.
Gleicher’s FormulaGleicher’s Formula
Self
Este
em
Time
Denial
Anger
Bargaining
Depression
Acceptance
The process of change and adjustment Source: based on Kubler-Ross (1969)
The ADKAR Model The ADKAR Model ( Model For Change)( Model For Change)
Source: Jeffrey M. Hiatt. 2006
TYPES OF RESISTANCE
CULTURALCULTURAL
SOCIALSOCIAL
ORGANISATIONALORGANISATIONAL
PSYCHOLOGICALPSYCHOLOGICAL
Reasons Resisting ChangeSelf-interest
Misunderstanding
Low tolerance to change
Different assessments/ perspectives of the situation
Source: Kotter and Schlesinger (1979)
Options when dealing with Resistance Coercion
Communication
Negotiation
Facilitation
Participation
To build support andconstantly move peopleforward:
• Establish urgency
• Create coalitions
• Create vision
• Communicate vision
• Remove obstacles
• Create wins and publicise them
• Anchor change in culture
Responses To Responses To Organization ChangeOrganization Change
* Individual Level * Group Level* System Level
Individual Level
1.Blind resistance2.Political resistance3.Ideological resistance
3 Levels of Organization Change:
Source: Burke (2008) Organization Change Theory & Practice 2nd ed. Pg 91-110
Responses To Responses To Organization ChangeOrganization Change
Group Level
1.Turf protection and competition 2.Closing ranks3.Changing ownership4.Demand for new leadership
3 Levels of Organization Change:
Source: Burke (2008) Organization Change Theory & Practice 2nd ed. Pg 91-110
Responses To Responses To Organization ChangeOrganization Change
System Level
1.Revolution becomes at best evolution
2.Insufficient sense of urgency3.“This Too Shall Pass” 4.Diversionary tactics5.Lack of followership
3 Levels of Organization Change:
Source: Burke (2008) Organization Change Theory & Practice 2nd ed. Pg 91-110
THANK YOU ...THANK YOU ...