MBS7203: Leadership and Organizational Management

Coursework on Change management

Group membersName Registration number

Kato Mutimba Isaiah 2012/HD06/477U

Ssebugenyi Christopher 2012/HD06/503U

Nambozo Diana 2012/HD06/488U

Kabango Bob 2012/HD06/464U

Lukwago Robert 2012/HD06/522U

Nalumansi Lillian 2012/HD06/3186U

Gabura Edward 2012/HD06/474U

Rujumba Mark 2012/HD06/461U

MANAGING CHANGE

Introduction • Change management is a set of processes employed to ensure

that significant changes are implemented in a controlled and systematic manner.

• It’s focus is on the outcome the change will produce, that is, the new arrangements that must be understood

Nature of Change

Organizational change exhibits a number of features, some of which include the following

Change can be threatening It challenges existing power structures Sparked off by internal and external forces Contagious Planned or Unplanned Change can be incremental or transformational

Essential components in the change process

• Change drivers • Defining the change purpose• Vision statement• Sufficient supportive power and faith in the realization• Clear communication and information• Building coalitions• Developing a transition plan• Assessing the readiness of people• Expectations management

Essential components in the change process cont’d

• Analysis of the resistance to change• Working through teams, creating ownership of the change

process• Supportive means• Developing momentum• Planning for and creating short-term wins• Identifying and addressing hindrances• Monitoring of change process

Leaders role in the change process cont’d

• Effective leaders have the ability to lead the organization through a successful change in face of barriers to this change. Such barriers include the secrecy culture, the individualism culture and silence culture (Brookfield, 1995).

• An organizational change process requires a leader who is the vision bearer and promoter of the new procedures to be undertaken by workers

Leaders role in the change process cont’d

A change leader performs the following duties

1. Networking with the corporate environment

2. Challenge the prevailing corporate norm

3. Factor consideration

4. Communicate in clear terms the 4 Ps of change

5. Organize stakeholders in the change process

6. Conception of the vision for the change

7. Communicating the vision change

8. Establishing Installation of the Support Elements

9. Overcoming Resistance to Change

Resistance to change

• Implementing change in an organization forces people to alter how they relate to one another. Not only do their goals, processes, equipment, and reality change but the very way they deal with others in the organization changes. This causes anxiety and anxiety causes resistance

Why Companies Fail to Overcome Resistance to Organizational Change

• Poor design and implementation of change initiatives• Management’s reluctance to involve the collective workforce

in the planning change• Inconsideration of workers’ perception to change• Internal organizational factors such as resistance stemming

from the managers themselves

Why employees resist change in an organization

• Donald Kirkpatrick (1993) provided a comprehensive list of reasons why people resist change, which includes the following

• Fear of change• Not being consulted• Poor communication• Changes to routines• Doubt• Failure to understand the need for change• Fear for Increased responsibility

Why employees resist change in an organization cont’d

• Negative attitude of the employees towards the organization• Self interest

Overcoming resistance to change

• Resistance to change should not be seen as rebellious or truculent. Rather, resistance to change should be seen as a challenge or a force of energy that can be redirected to overcome any risk or negative aspect of the change that is identified by its detractors (Waddell and Sohal, 1998;Piderit, 2000).

Overcoming resistance to change cont’d

These are some of the ways an management overcome resistance to organizational change

Change leaders to Cooperate with the opposition Teaching of the employees Consideration of the change process: Management must

refocus their change efforts onto the change process (Geller, 2002)

Record keeping of previous changes Leaning out the levels of organizational hierarchy

Overcoming resistance to change cont’d

Review of the criteria for outsourcing, promotions and appointments

Listen deeply and empathetically to the employees:

Conclusion

• The human element is a very essential component of the entire change process and therefore it should be greatly considered when planning to make changes in an organization.

• Change leads to insecurity and thus creates always a certain resistance. While resistance may not be appreciated, it may be a safeguard against over-hastened decisions. It forces management to think twice and often instigates improvement upon plans

REFERENCES

• Kirkpatrick, Donald L. (1993, February). Riding the Winds of Change. Training & Development, v47 n2 pp 28 – 32

• Marsh, Christine. (2001, March). Degrees of Change – Resistance or Resilience. Performance Improvement, v40 n3 pp 29-33.

• Stanley, D. J., Meyer, J. P., & Topolnytsky, L. (2005). Employee cynicism and resistance to organizational change. Journal of Business & Psychology, 19(4), 429-459

• Gotsill, G., & Natchez, M. (2007). From resistance to acceptance: How to implement change management.

REFERENCES cont’d

• Geller, E. S. (2002). Leadership to overcome resistance to change: It takes more than consequence control.

• Waddell, D., & Sohal, A. S. (1998). Resistance: A constructive tool for change management.

• Wasim Abbas Imran Asghar (June 2010) The role of leadership in organizational change Relating the Successful Organizational change to Visionary and Innovative Leadership, University of Gavle

• Maureen L. Mackenzie 1999 senior leadership’s role in the change process townsend school of Business, Dowling College, Idle Hour Blvd., Oakdale, NY

REFERENCES cont’d

• Oreg, S. (2006). Personality, context, and resistance to organizational change. Journal of Work & Organizational Psychology, 15(1).

• Gingerella, Leonard F. (1993, December). Moving From Vision to Reality: The Introduction of Change

• Kotter, J (1995), Leading change: why transformation efforts fail. Harvard Business Review, Vol, 73, No 2, pp, 59-68

THE END

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