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Self Assessment: 402
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TABLE OF CONTENTS
THE NEED FOR ORGANISATIONS TO CHANGE
AIM OF DISCUSSION
PREPARING AN ORGANISATION FOR CHANGE
THE CONCEPT OF CHANGE
THE USE OF CHANGE AGENTS
THE LEARNING ORGANISATION
DEVELOPING A CHANGE MODEL
PREPARING NISSAN SA FOR CHANGE USING KOTTER’S EIGHT STEP PLAN
Establish a sense of urgency
Form a powerful coalition to lead change
Create a vision for change
Communicate the vision
Empower others to act on the vision
Create short term wins
Consolidate and build on change
Reinforce the changes
PREPARING NISSAN S.A. FOR CHANGE
KURT LEWIN’S THREE STEP CHANGE MODEL
STEP ONE: UNFREEZING
STEP TWO: MOVING
STEP THREE: REFREEZING
REDUCING RESISTANCE TO CHANGE
Ways to reduce employee resistance to change
Reasons for resistance to change : Individual level
Reasons for resistance to change: Organisational level
How can Nissan S.A. manage resistance to change
SELF ASSESSMENT QUESTIONS
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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