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DCE 5632ORGANIZATIONAL RESPONSE TOWARDS CHANGE
Instructor:Dr. Khairuddin Bin Idris
By : Mazlina binti Mokhtar GS27012Siti Khatijah binti Hamzah GS26865Noor Syaida binti Noh GS27552
PRESENTATION
Organizational Response Towards Change
1. Response to change
2. Sources of resistance
3. Forms of resistance
4. Overcoming resistance to change
5. Change strategy
OUTLINE
RESPONSE TO CHANGE
Organizational Response Towards Change
• Denial
• Anger and resistance
• Exploration and acceptance
• Commitment
+ve- ve
SOURCES OF RESISTANCE
Organizational Response Towards Change
individual
organisational
Habit Personality Security Economic
Fear of the unknown
Structure Inertia
Limited focus of Change
Group Inertia
Threat to Expertise
Threat to established power relationship
Threat to established resource allocations
FORMS OF RESISTANCE
Organizational Response Towards Change
FORMS EXAMPLE
Overt & Immediate voicing complaint, engaging in work slowdown, strikes, sabotage, reduced productivity and shoddy work
Implicit & deferred lost of loyalty, loss of motivation, increased errors or mistake, increased absenteeism, request for transfer, resignation and low morale
Lack of participation in and commitment
OVERCOMING RESISTANCE TO CHANGE
Organizational Response Towards Change
Change
Education and communication
Participation
Negotiation
CoercionIncentive
Manipulation and support
Facilitation and support
Kurt Lewin – Three Step Change Model
Kurt Lewin – Forced Field Analysis
Unfreezing Movement Refreezing
The Kurt Lewin model can help a leader do the following:
Make a radical change,minimize the disruption of the structure’soperations; and make sure that the change is adopted
permanently
CHANGE STRATEGY
Organizational Response Towards Change
Kurt Lewin's change model recognises that people like the safety, comfort and feeling of control within their environment. It also
recognises that they derive a strong sense of identity to from their environment.
Unfreezing
Movement
Refreezing
“re-freezing” will give the people the opportunity to thrive in the new organization and take full advantage of the change.
Transition is the inner movement or journey we make in reaction to a change. This second stage occurs as we make the changes that are needed.
Unfreezing means getting people to gain perspective on their day-to-day activities, unlearn their bad habits, and open up to new ways of reaching their objectives. Basically, the current practices and processes have to be reassessed in order for the wheels of change to be set in motion.
CHANGE STRATEGY
Organizational Response Towards Change
CONCLUSIONS
Organizational Response Towards Change
In conclusions, change is a common thread that runs through all businesses and organisation regardless of
size, industry and age. Our world is changing fast and, as such, organizations must change quickly too.
Organizations that handle change well thrive, whilst those that do not may struggle to survive.
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