ORGANISATIONAL CHANGE

Topics: Change management, Organization, Status Quo Pages: 19 (5484 words) Published: January 11, 2015

IOP4862

ASSIGNMENT: 289272

NO. OF WORDS:Assignment: 4723
Self Assessment: 402

% MARK SELF ALLOCATED: 60%

TABLE OF CONTENTS PAGE NUMBER
1INTRODUCTION3
1.1THE NEED FOR ORGANISATIONS TO CHANGE3
1.2AIM OF DISCUSSION3
2PREPARING AN ORGANISATION FOR CHANGE4
2.1THE CONCEPT OF CHANGE4
2.2THE USE OF CHANGE AGENTS5
2.3THE LEARNING ORGANISATION5
2.4DEVELOPING A CHANGE MODEL6
2.5PREPARING NISSAN SA FOR CHANGE USING KOTTER’S EIGHT STEP PLAN6 2.5.1Establish a sense of urgency6
2.5.2Form a powerful coalition to lead change7
2.5.3Create a vision for change7
2.5.4Communicate the vision7
2.5.5Empower others to act on the vision8
2.5.6Create short term wins8
2.5.7Consolidate and build on change8
2.5.8Reinforce the changes9
2.6PREPARING NISSAN S.A. FOR CHANGE9
3KURT LEWIN’S THREE STEP CHANGE MODEL 10
3.1STEP ONE: UNFREEZING 10
3.2STEP TWO: MOVING 11
3.3STEP THREE: REFREEZING 11
3.4REDUCING RESISTANCE TO CHANGE 11
3.4.1Ways to reduce employee resistance to change12
3.4.2Reasons for resistance to change : Individual level13 3.4.3Reasons for resistance to change: Organisational level14 3.4.4How can Nissan S.A. manage resistance to change16
4CONCLUSION 18
5REFERENCES 19
6SELF ASSESSMENT QUESTIONS 21

1 INTRODUCTION

1 THE NEED FOR ORGANISATIONS TO CHANGE

Organisations worldwide are currently facing increasing competition, price pressures and slower growth rates and in order to be successful, for many organisations, this prompts the need to constantly change to survive (Appelbaum, Delage, Gault & Labib, 1997; Burnes, 2004; Ndlovu & Parumasur, 2005)

This new type of organisation is dynamic and change has become strategic to stay ahead of the game. Successful organisations are changing continuously but managing their change positively and carefully which results in increased productivity, commitment and involvement from employees (Kenton & Penn, 2009; Ndlovu & Parumasur, 2005).

According to Luthans (2011), a successful organisation needs to create a learning culture that is proactive in its approach to both internal and external forces of change.

2 AIM OF DISCUSSION

In an economy that is rapidly changing, an organisation’s ability to anticipate and respond to forces of change is a key success factor (Luthans, 2011; Robbins et al, 2009). The aim of this discussion is to provide a critical overview of change in the organisational context, using the field of Organisational Behaviour to analyse change at the individual and organisational level and to examine the ways in which organisations try to eliminate resistance to change in the workplace. More specifically, the case study of organisational change at Nissan South Africa will be used to illustrate the impacts of change and the ways in which organisations try to manage change at the individual and organisational level.

The following aspects will be further discussed to give an extensive understanding of organisational change: An overview of the concept of change, and the ways in which organisations should prepare for change An analysis of the change process using Kurt Lewin’s model, A discussion of the ways of reducing resistance to change in the workplace, An examination of the reasons for resisting change at the individual and organisational level An overview of the ways in which organisations should manage resistance to change in the workplace.

2 PREPARING AN ORGANISATION FOR CHANGE

3 THE CONCEPT OF CHANGE

The concept of organisational change has many different meanings, but simply, it can be explained as the transition of an organisation from its current state to a desired state. Kenton & Penn (2009) highlight two types of changes,...

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Aucamp, N. (2001). Change management implications of a retrenchment strategy in a selected section of a telecommunications organisation. Unpublished MBA dissertation. Port Elizabeth Technikon.
Bomela, M. (2007). Retaining critical skills and talented employees during and after organisational downsizing. Unpublished MBA dissertation. University of Pretoria.
Burnes, B. (2004). Kurt Lewin and complexity theories: back to the future? Journal of Change Management, 4(4), 309-325.
Cummings, T.G., & Worley, C.G. (2009). Orgaization development and change (9th ed.). Cengage.
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Kenton, B., & Penn, S. (2009). Change conflict and community: Challenging thought and action (1st ed.). Elsevier Ltd.
Kotter, J.P and Schlesinger, L.A (2008) Choosing strategies for change. Harvard Business Review, 86(7/8). July-August, 130-139.
Luthans, F. (2011). Organizational behaviour: An evidence-based approach (12th ed.). McGraw Hill.
Ndlovu, N., & Parumasur, S.B
Nel, A., & Ngirande, H. (2012). The psychological impact of downsizing on employee survivors in the manufacturing industry. African Journal of Business Management, 6 (11), 4371-4375.
Oxtoby, B., Mcguiness, T., & Morgan, R. (2002). Developing organisational change capability. European Management Journal, 20(3), 310-320.
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Peus, C. Frey, D., Gerkhardt, M., Fischer, P., & Traut-Mattausch, E. (2009). Leading and managing organizational change initiatives. Management Revue, 20(2), 158-175. Retrieved april 18 2014 from the World Wide Web: http://www.jstor.org/stable/41783612.
Robbins, S.P., & Jude, T.A. (2009). Organisational behaviour: Global and southern African perspectives (2nd ed.). Pearson.
Susanto, A.B. (2008). Organisational readiness for change: A case study on change readiness in a manufacturing organisation in Indonesia. International Journal of Management Perspective, 2(1), 50-62.
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