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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