Module 11 - CHANGE MANAGEMENT

The business of the 21st century is considered by the rapid change brought about due to technological, economic, political and social changes. In future managers and employees of the organisation unable to achieve their objectives by dedicated works since their technique of management has perished. In this context, it becomes dynamic to organisations develop the capabilities to adapt and navigate to change in their advantage. 

“When we talk about resistance to change we tend to imply that management is always rational in changing its direction and that employees are stupid, emotional or irrational in not responding in the way they should”(Woodward, 1968). 

However, most of the employees do not think logically, they usually hate to change or adopt new changes or innovations, but there some innovators among the employees and they believe in different tactic, and some innovates valued as the management expectation.

Type of changes,

1. Strategic change
2. Operational change
3. Transformational change

The basic mechanisms for managing change,

 

Source: Organization Design and Development

1. Unfreezing – altering the present stable equilibrium that supports existing behaviours and attitudes. This process must take account of the internal threats change presents to people and the need to motivate those affected to attain the natural state of equilibrium by accepting change.
2. Changing – developing new responses based on further information.
3. Refreezing – stabilising the change by introducing the new responses into the personalities of those concerned. (Lewin, 1951).

Change management is a complex process, acute attention to either achieving a meaningful or progressive transition across various levels across the board, as well as control and at all levels, and people need participation. Hence the changing process starts with an awareness of all the need for change, and it should be analysis, evaluate and clear direction to be taken to implement.

Change management process,

1. Set goals and define the future state or organisational conditions desired after the change.
2. Diagnose the present condition concerning these goals.
3. Define the transition state activities and commitments required to meet the future state.
4. Develop strategies and action plans for managing this transition in light of an analysis of the factors likely to affect the introduction of change (Beckhard,1969).

It can also be an organisation or a different kind of change that will be forced to undertake internal and external factors. Actively act as a way to keep the competition in the method between the elements in the interior, including restructuring and restructuring, facing a future challenge. In the organisation, changes can effect slowly, or it can be radical which is rapid, sudden and uncertain. Hence, many managers tend to resist change because the change initiators have not spelt out the outcomes of the changes and the possible impacts that such changes have on the organisation.

Why people resist changing,

1. The shock of the new – Anything upset their established routines.
2. Economics fear – Loss of money, threats to job difficulty.
3. Inconvenience – the change will make life more difficult.
4. Uncertainty – Change can be worrying because of uncertainty about its likely impact.
5. A threat to interpersonal relationships
6. Treat to status or skill
7. Competence fears

References,

Armstrong, M. (2006). Handbook of Human Resource Management Practice (10th Edition). 10th ed. London, GBR: Kogan Page, Limited.

Ololube, N. and Ololube, D. (2017). Organizational Change Management. International Journal of Applied Management Sciences and Engineering, 4(1), pp.25-42.

Woodward, L. (1968). British Foreign Policy in Retrospect. International Journal, 23(4), p.507.

Lewin (1951). Internatinal Bank for Reconstruction and Development. International Organization, 5(01), p.199. 

Beckhard, R. (1969). The Changing Shape of Management Development. Journal of Management Development, 1(1), pp.51-62.