CHANGE IN WHATEVER FORM IS A NECESSARY TOOL FOR ORGANIZATION DEVELOPMENT DISCUSES.

CORPORATE LEADERSHIP & CHANGE MANAGEMENT PAPER PRESENTED TO

Great Zimbabwe University

66 West Road Avondale Cell: 0772 854115 /04-333815

IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE COURSE Global Executive MBA-Project Management

BY
TAFADZWA MASHUMBA
6019 ZIMRE PARK RUWA-ZIMBABWE Cell: 0774 687 193 0712 308 904 Email:tafmash@gmail.com

Programme Masters in Business Administration-Project Management

Lecturer: Lecturer: Dr J Paganga Promoter: Prof W. Mahiya External Promoter: Prof Paul Banting (SA)

SUBMISSION DATE: September 2011

CONTENTS DEFINITIONS AND TERMS INTRODUCTION THE IS NECESSARY TOOL FOR ORGANIZATION DEVELOPMENT? KURT THEORIES MODELS THE THREE STEP MODEL TO CHANGE INTERVENTION MODELS OF CHANGE MANAGEMENT STEPS OF A CHANGE PROCESS THE 4 BASIC STRATEGIES OF CHANGE MANAGEMENT FACTORS IN SELECTING A CHANGE STRATEGY DEGREE OF RESISTANCE AND STRONG RESISTANCE NEEDS POWER CONCLUSION REFERENCE

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TERMS AND DEFINITIONS

CHANGE

To transform or convert

ORGANIZATION DEVELOPMENT

Is a new term which means a conceptual

,organization wide effort to increase an organizations effectiveness and validity Warren Bennis has referred to Organizational development as a response to change , complete education strategy intended to change the belies, attitude values and structure if an organization so that it can better adapt to new ICTs markets, challenges and the dizzying rate of change itself OD is neither anything done to better an organization nor is it the training and development function of the organization, it is a particular kind of change process designed to bring about a particular kind of end result.

INTRODUCTION

More often than not, organizations are in constant change as they respond to the demands of their external and internal environments, in order to continue and remain competitive in service delivery. Usually this comes through the alterations in one or more departments/divisions of the organization as they keep abreast with new technology, competition, political, economic and social demands. While the changes may be desirable for the organization to remain viable, this may be a threat to the staff at various levels within the organization. Hence, the changes may be met with resistance. The thrust of this essay is to explore why change may be resisted in organizations.

The is necessary tool for organization development? The Discussion Organizational development Cummings and Huse 1989 define OD as a systematical application of behavioral science knowledge to the planned development and reinforcement of organizational strategies, structures and processes for improving an organizations effectiveness,

Kurt hence the prolific theorist whose models have helped to shape Organizational development His 3 models

1.)The Action research model 2.)The three step model. 3.)The phases of planned change model

1.)Action research Designed as a collective approach to solving social and organizational problems. According to French and Bell (1984)Action research is research on action with the goal of making that action more effective. Action refers to progress and interments designed to solve a problem or improve a condition. Therefore action research is the process of systematically collecting research data about an ongoing system relative to some objective, goal or need of that system. Feeding these data back into the system, taking action by attering selected variables within the system based on the data and on hypothesis and evaluating the results of actions by collecting more data.

-The change [process must be a learning situation. -Action research project has 23 groups (i)the org i.e mugs (ii)the subject people from the area. (iii) the change agent (a committee is a member of the org or an outsider.)

They must agree to come together. So A/R emphasize that. Change requires action (ii) it recognizes that successful action is based on analyzing the situation correctly identifying all the possible alternative solutions and choosing the one most appropriate to the situation at hand. Coetsee, L. (Summer, 1999).

The three step model Lewis 1958 noted that a change towards a higher level of group performance is frequently short lived. He organed that a successful change project should involve 3 steps.

1.)Chifreezing the present level, Moving to the new level and Refreezing the new level. It says that before new behavior can be successfully adopted, the old has to be discarded only then can the new behavior become accepted. Freezing reducing the forces maintaining the orgs behaviour at its present level. Cluftreezing requiring some form of confrontation meeting or reduction process for those involved. Can be achieved through team building or some other form of right which shows that a service problem exists. Moving involves acting on the results of the first step, i.e having analysed the present situation, identified alternations and selected the most appropriate action necessary. Refreezing Seeks to stabilize the org at a new state of equilibrium in order to ensure that the new ways of working are safe from the new ways of working are safe from regression. It is achieved through the use of supporting mechanisms that positively reinforce the new way of working. Dent, E. & Goldberg, S. (1999, March).

These include organisational culture, norms, policies and practices. Phases of planned change Writers have expanded more on having 3 step model.

Lippitt et al 1958 developed a serve phase model of planned change Cummings and Husk (1989) Produced 8 phase model- and Battem (1985) developed an integrated 4 phase model of planned change based on a review and synthesis of over 30 models of planned change. Which are; 1.)Exploration phase an org explore and decide whether it wants to make specific change in its operations and if so commit resources to planning the change. Change processes are: becoming aware of the need for the change, searching for outside assistance (a commitment/facilitator) to assist with planning and implementing the change. Establishing a contract with the consultant which defines each partys responsibilities. 2.)Planning: If consultants and org have established a contract, understanding the orgs problem or concern begins. The change processes involved in this are: collecting information in order to establish a correct diagnosis of the problem, establishing change goals and designing the appropriate actions to achieve these goals and getting key decision makers t9o approve and support the proposed change. 3.)Action phase: It starts when change has been successful implemented. Establishes appropriate arrangements to manage the change process and genuine support for the action taken. Change process involved are designed to more and organisation from its current state to a denial future state, establishing appropriate arrangements to manage the change process and gaining support for the actions to be taken. Evaluating the implementation activities and feeding back the results so that any necessary adjustments or refinements can be made.

4.)Integration phase: It starts the change s have been successfully implemented. It consolidates and stabilize the changes so that they become part of an orgs normal everyday operation and do not require special arrangements or encouragements to maintain them.

The change processes involved are: reinforcing new behaviours through feedback and work systems and gradually decreeing relives on the consultant, differing the successful aspects of process through the org and through employees to monitor the changes constantly and seek to improve upon the Cumming and Huse (1989) says this models applicable to most change situations. Intervention models of change management The field of Organizational Development uses a variety of processes approaches, method, techniques, applications etc (these are often termed interventions)They are there to address organizational issues and goals in order to increase performance. The following partial list of interventions is organized generally in the order presented by Cummings and Worley in their OD and change.

The following types of interventions are often highly integrated with each other during the project of change.

1.)How people choose organization due activities. There are no standard activities that always successfully address certain types of issues in organizations. Many times, the success of a project lies not with having selected the perfect choice of activities, but rather with how honest and participative people where during the project, how

much they learned and how open they were to change their plans for change. However there are some basic considerations that most people make when selecting from among the many choices for org, der or capacity building activities. Considerations include first, does the change right method (if ionre was used)suggest what org developed activities to use now for example the method of strategic mgt right suggest that a SWOT analysis be done, strategic goals be established along with action plans and the implementation of the action plans be closely monitored. Bridges, W. (1991).

Is the activity most likely from the discovery, that is to solve the problems or achieve the goals.T6o find out, review any research about use of the activity, discuss the potential outcomes with experts and also with members of the organization. Consider posing your questions to experts of change. Does the nature of the activity match the culture of the organization? The best way is to find out is to discuss the activity with members of the organisation. Does the change agent and key members of the org have the ability to conduct the activity? For example, techno structural and strategic interventions sometimes require technical skills that are not common to many people. Does the activity require more time to conduct the time available in which to address the problem or goal. For example a cash crisis requires immediate attention, so while a comprehensive process might ultimately be useful, the four to five months to do that planning is impractical. Does the clients organisation have the resources that are necessary to conduct the activity. Before you and your client select types of interventions for the project, be aware of your strong biases about how you view organisations. Without recognizing those biases, you might favor certain types of interventions primarily because those are the only ones you can readily see and understand, even if either types of interventions might be much more effective in your project. Bolognese, A F 2010

The following interventions in a project often are highly integrated with other, the following human process interventions might be particularly helpful during change projects in organisations of the following: many new employees, different cultures working together, many complaints among organizational members, many conflicts of low morale, high turnover, ineffective teams e.t.c.

Steps of a change process For any to succeed, it is first to identify its objectives. -Commitment to a set of objectives depends on understanding their rationale. -Short term and long term objectives must be identified. -When more focus primarily on the immediate objectives with long term accomplishments. Change is a learning process, Change is a response, Change is the sum of small changes Change is a long term activity Change needs high levels of motivation and Change needs reinforcement. The 4 basic strategies of change management. 1.rational Empirical people are rational and will follow their self interest once it is revealed to them. Change is based on the communication of information and the proffering of incentives. 2.Normative Reductive: People are social beings and will adhere to cultural norms and values. Change is based on redefining and reinter protecting existing norms and values and developing commitment to new ones. 3.Power coercive :People are basically compliant and will generally do what they are told or can be made to do. Change is based on the exercise of authority.

4.Environmemntal-Adaptive People oppose lors and disruption but they adapt readily to new circumstances. Change is based on building a new org and gradually.

Transferring people from the old one to the new bloods.

Factors in selecting a change strategy. Generally there is no single strategy that is called a grand strategy, but for any given initiative, you are best by a mix of strategies. Which of the preceding strategies to use in your mix of strategies is a decision affected Bridges, W. (1991 By a number of factors. Some of the more important ones are as follows; a.)Degree of resistance and strong resistance needs power coercive and environmental adaptive strategies. Weak resistance or concurrence argues for a combination of rotational empirical and nominative reduced strategies. b.)Target population: c.)the high stakes It argue for a mix of all for strategies. When the stakes mare high, nothing can be left to change. d.)Time frame Short time frames argue for a power coercive strategy longer time frames argue for mix or rotational empirical, nominative and environmental adaptive strategies. Expertise Having adequate expertise in making change argues for a mix. Large populations argue for a mix of all for strategies.

Conclusion In order to survive, organizations must adapt to fit the changing circumstances. Organizational change may be necessary to maintain a competitive edge or adapt to changing economic factors.

Unfortunately, change within an organization is not always a smooth process. Impediments to change exist at all levels, from the individual all the way to the organization as a whole. It is the responsibility of top managers to recognize the source of this resistance and work to remedy it before it hampers the growth of the organization. REFERENCE Bolognese, A F 2010 Employee Resistance to Organizational Change, Winthrop University Bridges, W. (1991). Managing Transition: making the most of change. Reading, MA: Wesley Publishing Coetsee, L. (Summer, 1999). From resistance to commitment. Public Administration Quarterly, Cummings and Husk (1989) de Jager, P. (2001, May/Jun). Resistance to change: a new view of an old problem. The Futurist. Dent, E. & Goldberg, S. (1999, March). Challenging "resistance to change." Journal of Applied Behavioral Science Folger, R. & Skarlicki, D. (1999). Unfairness and resistance to change: hardship as mistreatment, Journal of Organizational Change Management, Hultman, K. Hatch, M. & Cunliffe, A., 2006 Lillian Margaret Simms, Sylvia Anderson Price, Naomi E. Ervin (1994). The professional practice of nursing administration. p.121. Fredric M.

Kreitner, R & Kinicki, A 2001 Organizational Behaviour, 5th ed, Irwin McGraw-Hill, Boston Mullins, L J 2007 Management and Organizational Behaviour, 8TH ed, Prentice Hall, England

Robins, S. 1996 Organizational Behavior, Concepts, Controversies, Applications, 7th ed, Prentice Hall, London Schuler, A. J, 2003 Overcoming Resistance to Change: Top ten reasons for change resistance, Schuler Solutions, Virginia