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

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