Change Management

MANAGING ORGANIZATIONAL
CHANGE
15/03/2020 Guiding notes 1
Session Objectives:
To enhance participants’ capacity to appreciate and gainfully utilize the

following change attributes :
• Change processes
• Change management pitfalls
• Managing resistance to change
• Strategic key change implementation/ management tips .
2
15/03/2020
Guiding notes
1
The Concept of Change:
• Transformation in operations that may or may not

be imposed from above but is instrumental to
organisational growth
• Change is also about making things different.
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Guiding notes
What is change management?
• Change management is a structured approach to

transitioning individuals, teams, and organizations
from a current state to a desired future state.
• It is an organizational process aimed at empowering
employees to accept and embrace changes in their
current business environment
2
CAUSES OF ORGANISATIONAL CHANGE
1. Increasingly diverse workforce,
2. Changes in technology,
3. Government laws and regulations,
4. Changing needs of the clients,
6. More informed and demanding clients,
7. Competition; market forces
8. Internal and external interdependency, and
9. Increasing concern about cross-cutting issues
10. Demands from the development partners.
IMPLICATIONS OF THE ABOVE FORCES

1. Management/ Leadership styles have to change.
2. Organisational structures and systems have to
change.
3. Increased attention to quality of service delivery.
4. Adoption of ICT in service delivery.
5. Learn how to manage partnerships, and
6. Develop new HR policies
3
Types of Organisational Change
WHAT CAN WE CHANGE IN ORGANISATIONS
1. Organisational structure
2. Organisational systems
3. Organisational policies Strategic changes
4. Organisational regulations
5. Change technology
6. Change in physical setting
7. Change people
8. Changing the attitudes and behaviors of personnel
4
Kurt Lewin’s change cycle/Model
(Unfreezing-Changing-Re-freezing)
Concretize
Old New
ways Ideas
Unfreezing
Changing Re-freeze
OUT
Old styles IN
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15/03/2020 Guiding notes
RESISTANCE TO CHANGE
• As change is inevitable, so is the tendency of

workers to feel the change as an indictment of their
performance or an unnecessary whim of their
management thus resistance.
• Employee will blame management for loss of
comfortable role, seniority, income etc rather than
take up the challenge of change
5
RESISTANCE TO CHANGE
• Almost all changes are resisted. ‘Watch out if no

resistance is evident: it may be hidden’ (Robert Heller
and Tim Hindle, 1998).
• Resistance to change consists of any employee
behaviour designed to discredit, delay, or prevent the
implementation of change.
• Resistance to change can be overt, implicit, immediate
or differed.
TYPES OF RESISTANCE TO CHANGE CAN

INCLUDE
1. Threatening to go
6. Lip service;
on strike;
7. Sabotage;
2. Loss of motivation
to work; 8. Demonstrations;
3. Increased errors or 9. Go-slow; and
mistakes; 10.Indifference.
4. Absenteeism;
5. Resignation;
6
WHY PEOPLE RESIST CHANGE
1. Natural human habit,

2. Insecurity,
3. Economic factors,
4. Fear of the unknown (uncertainty), and
5. Selective information processing.
Classification of Resistance to Change:
• Cultural
• Social
• Organizational
• Psychological
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Guiding notes
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Cultural Resistance:
• This is basically caused by upholding deep-rooted values & beliefs.
•Social Resistance Change threatens to affect the existing

relationship & social set ups e.g. attempt to damage group solidarity;
Public holidays; Weekends/quality time
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Guiding notes
Organizational Resistance:
• Interference with formal arrangements that people

regard as status quo e.g. status differentials,
hierarchical changes
• Psychological Resistance:
• Selective perception.
• Change being viewed as detrimental or not beneficial which breeds to
conservatism
8
Pitfalls of Change Implementation
( common Causes of Resistance):
• Self-interest: individuals who have achieved status,
privileged or self-esteem through effective use of an
old system will often see new plans as a threat.
• Fear of the unknown: people may be uncertain of
their abilities to learn new skills, their aptitude with
new systems or their ability to take on new roles
• Failure to define expectations & goals clearly
• Failure to involve all those who would be affected by
change
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Guiding notes
Common Pitfalls cont’d
• Limited mindsets: I.e. fixed mental models may

inhibit/fail generating strategic options
• Poor decision making (indecisiveness)
• Lack of resources: limited resources available or the
‘wrong’ resources
• Inadequate competence & process capability
• Lack of coordinating methods & structures.
Change taking more time than allocated
Surfacing of Unforeseen problems
Ineffective Coordination of implementation activities
9
Pitfalls Cont’d
• Conscientious objection or differing perceptions:

Believe that the plan is wrong. viewing the situation
from a different viewpoint or may have aspirations for
themselves or the organisation that are fundamentally
opposed to the forthcoming change
• Suspicion: some people may not trust the change plan,
or the people who have created it
• Conservatism: This can result from loss of touch with
customers, from lack of exposure to better ways of doing
things or from slowness of decision making.
•
25
Common Pitfalls cont’d
• Politics: different interest groups may occur within the

organisation, and the alliances involved may militate
against change.
• Insufficient capabilities and skills of those involved in
the implementation
• Inadequate training given to change implementers
• Uncontrollable external factors with major adverse
impact (e.g. competition, government and economy)
• Inadequate support for change
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Guiding notes
10
POSSIBLE BENEFITS OF RESISTANCE
• Resistance can encourage management to re-examine

proposed changes and make them appropriate.
• Resistance helps identify specific problem areas where
a change is likely to cause difficulties, so that
management can take corrective action before serious
problems develop.
• Resistance to change gives management information
about intensity of employee emotions on an issue
affected by change.
Dealing with resistance- key strategies:

• Effective communication & Education
• Gradual Method of introducing strategic changes
• Facilitation & Support (i.e. Guarantee job, counselling &
other security)
• Special rewards
• Appropriate Timing
• Manipulation & Co-option
• Involvement, agreement & participation
• Carrot and stick
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Guiding notes
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Dealing with resistance to change
• Offer new, worthwhile experiences

• Avoid threats to autonomy and security
• Be adaptable to new suggestions
• Convince opinion makers
• Pay the price for change
• Set the pace for change
• Play it simple- Simplicity is a virtue
• Effectively Communicate, Communicate and
communicate
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Guiding notes
How is change best carried out?
• Successful change MUST be championed/

spearheaded by top management/ leadership.
These are the ones responsible for the direction
of the organization
• Change champions/ pace-setters have to be:
• visionary yet pragmatic
• persuasive & articulate
• assertive yet tactical & modest
• consistent, & realistic
• enthusiastic, diligent & focused
30
12
Tactical Steps for Implementing Strategic
Changes:
• Create a shared vision and common direction:
• This should reflect the values of the company; the vision should include the
rationale, the benefits and personal ramifications/consequences
• Develop a non-threatening and preferably
participative implementation process:
• Skilfully present plans, make information readily available:
• explain the benefits for end users; start small and simple; go for quick wins;
• publicise & celebrate successes
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Guiding notes
Tactical Steps Cont’d
• Separate from the past:I.e.

• shift in working practices and create a sense of urgency in implementation
• Support change ‘champions’ and ‘agents’: I.e.

• The change advocate role is critical to create a vision,
• motivate employees to embrace that vision and craft a structure to reward
those who strive towards realisation of the vision
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Guiding notes
13
• Line up political sponsorship:

• Broad-based support is important (both formal and informal support);
• Identify target individuals and groups whose support is needed;
• Define the critical mass of support needed;
• Identify where each key player is on the continuum (from ‘no commitment’,
‘may let it happen’, ‘help it happen’ to ‘make it happen’
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Guiding notes
• Draft an implementation plan: this plan maps out

the resources required, timescales, and so on
• Develop enabling structures: e.g. pilot tests, off-site
workshops, training programmes, new reward systems
and symbolic changes such as redesigning work
spaces
• Communicate:
• involve people and be honest;
• NB: Change is best carried out as a team-wide effort,
however not every change effort calls for full involvement,
• Communication and disclosure are critical;
• where possible there should be meaningful dialogue that
gives people a stake in the change
34
14
• Create a sense of urgency:

• As human we prefer to settle in our comfort zones -most people wont move
unless they have to.
• You have to create the right reasons
• It could be a crisis , real or manufactured
• Get the graphs out that tell the story
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Guiding notes
• Reinforce and institutionalise change: I.e.

• It is important to reinforce the change,
• Reward those who tale risks and incorporate the new behaviours.
• To sustain change, structures of the organization may need to be
modified including policies and procedures
• Create a culture where adaptation to change is the norm = become
known as a learning organisation
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Guiding notes
15
MANAGING EMPLOYEE
INNOVATION & DIVERSITY
Course Content
1. Encouraging an innovative culture

2. What is diversity?
3. Why manage employee diversity?
4. Challenges in managing employee diversity
5. Improving management of diversity at the work place
16
Innovation
• Innovative Organizational Structures

• Flat organizations with limited bureaucracy
• Generalist division of labor
• Coordinate with cross functional teams
• Informal with decentralized authority
• Create separate systems for innovative groups
• Attract and retain creative employees
• Reward innovation and creativity
Innovation (cont’d)
• Innovative Organizational Cultures

• Encourage risk-taking
• Foster enterpreneurship
• Have open systems
• Focus on ends rather than means
• Accept ambiguous and impractical ideas
• Tolerate conflict
17
Rules for an Innovative Culture
• Set goals for innovation

• Commit to research and development
• Inspire entrepreneurship
• Facilitate, don’t obstruct
• Focus on the customer
• Tolerate failure
7–41
Identify the type of organisational culture

that encourages innovation
1. The one with a tall organisation?

2. Is it one that emphasizes rule of procedure,
policies etc?
18
What is diversity?
• Diversity simply refers to human characteristics that

make people different from one another
• Employee diversity therefore means human

differences among employees of a certain or same
setting that make them different from one another
Sources of diversity? Cont’d
• There are two broad categories of the sources of

diversity:
• Non controllable sources
• Controllable (self) sources
• Non controllable sources refer to those that are
beyond the control of individuals. They include:
race, tribe, age, sex, colour, disability condition and
certain other physical attributes like being short or
being tall
19
Sources of diversity? Cont’d
• Controllable sources refer to sources of employee

diversity where an employee has control over or
some degree of control. Examples include: Work
background, income, marital status, political
beliefs, education, skills, geographical location etc
• To be an effective manager, it is important to look
at individual employees as individuals by
themselves and NOT a representative of a certain
group.
Managing Diversity
20
Why is it important to manage employee
diversity and treat people equally (Q & A)
1. Increase Productivity
2. Teamwork
3. Heterogeneity among employees helps to create
distinctive competences
4. Minimise conflicts at work
5. Creativity and Innovativeness
6. Better problem solving
7. Generation of new ideas for improved service
delivery
Challenges of managing diversity at work

• Individual versus group fairness e.g allowing
Moslems not to work on Fridays, SDA on Saturdays
• Resistant to change from dominant group in a work
setting
• Interpersonal friction rather than cooperation may
thrive
• Segmented communication among members of
the same group e.g. tribe or region
21
Challenges of managing diversity at work
cont’d
• Resentment by the dominant group leading to
under-looking/ minimising the protected group
e.g. the affirmative action and 1.5 points awarded
to female university entrants
• Stereotyping: a belief that certain jobs are meant
for a certain category of people or people of a
certain age, sex or region and not the other
• Competition for opportunities
Improving management of diversity at

the work place
Ways improving management of diversity at the
workplace:
1. Top management commitment at valuing
diversity (recruitments, skill building,
promotions, etc)
2. Diversity training programs targeting
supervisors on how to manage diverse
workforce
3. Accommodation of family needs e.g. provision
of day care facilities, flexible working schedules,
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Improving management of diversity at
the work place cont’d
4. Avoiding stereotypes and cultural determinism
(inferring that some one will behave like this of
that because he belongs to a certain group)
5. Providing reasonable accommodation and
resources for the disabled
6. Mentoring programs
Key Skills for Change Management
• Political skills –Capacity to understand the

organizational politics involved.
• Analytical skills: – Need to have clear insights of
steps being taken to affect change and the possible
resulting positive and negative outcome of change.
• People skills: – Need to consider to diverse
dimensions involved i.e. leadership & management
skills, organization cultures, values, attitudes
towards life and work, personalities, people’s
priorities, the gender and sexual preferences etc..
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Key Skills for Change Management cont’d
• System skills - Organizations operate as systems

and a systemic view needs to be considered when
preparing for change in an organization.
• Business skills - Need to understand how business
works i.e. the sources of resources used in the
organization, the market opportunities, products
and product development. customers, and customer
relations.
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Guiding notes
CONCLUSION
• For organisations to survive and remain relevant, they

need to constantly change according to the dictates of
the operating environment.
• Organizational culture needs to be aligned to the ever

changing work environment.
24
References
• Perry, N. J (1991), The workers of the future. Fortune

Magazine, June: 51-58
• Cox, T.H, and Blake, S(1991), managing cultural diversity:
Implications for organisational competitiveness, Academy of
management Executive,5 (3), 45-46
• Mejia, L, Balkin, D and Cardy, R (2003) Managing Human
Resources, Prentice hall, India, New Delhi
END OF SESSION
15/03/2020 56
Guiding notes
25

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MANAGING ORGANIZATIONAL

15/03/2020 Guiding notes 1

To enhance participants’ capacity to appreciate and gainfully utilize the

• Transformation in operations that may or may not

• Change is also about making things different.

What is change management?

• Change management is a structured approach to

15/03/2020 Guiding notes 4

15/03/2020 Guiding notes 5

IMPLICATIONS OF THE ABOVE FORCES

15/03/2020 Guiding notes 6

15/03/2020 Guiding notes 7

WHAT CAN WE CHANGE IN ORGANISATIONS

15/03/2020 Guiding notes 8

• As change is inevitable, so is the tendency of

15/03/2020 Guiding notes 16

• Almost all changes are resisted. ‘Watch out if no

15/03/2020 Guiding notes 17

TYPES OF RESISTANCE TO CHANGE CAN

15/03/2020 Guiding notes 18

1. Natural human habit,

15/03/2020 Guiding notes 19

Classification of Resistance to Change:

• This is basically caused by upholding deep-rooted values & beliefs.

•Social Resistance Change threatens to affect the existing

• Interference with formal arrangements that people

15/03/2020 Guiding notes 22

Common Pitfalls cont’d

• Limited mindsets: I.e. fixed mental models may

• Conscientious objection or differing perceptions:

Common Pitfalls cont’d

• Politics: different interest groups may occur within the

• Resistance can encourage management to re-examine

15/03/2020 Guiding notes 27

Dealing with resistance- key strategies:

• Offer new, worthwhile experiences

How is change best carried out?

• Successful change MUST be championed/

Tactical Steps Cont’d

• Separate from the past:I.e.

• Support change ‘champions’ and ‘agents’: I.e.

• Line up political sponsorship:

Tactical Steps Cont’d

• Draft an implementation plan: this plan maps out

• Create a sense of urgency:

Tactical Steps Cont’d

• Reinforce and institutionalise change: I.e.

1. Encouraging an innovative culture

15/03/2020 Guiding notes 38

• Innovative Organizational Structures

15/03/2020 Guiding notes 39

• Innovative Organizational Cultures

15/03/2020 Guiding notes 40

• Set goals for innovation

Identify the type of organisational culture

1. The one with a tall organisation?

15/03/2020 Guiding notes 42

• Diversity simply refers to human characteristics that

• Employee diversity therefore means human

15/03/2020 Guiding notes 43

Sources of diversity? Cont’d

• There are two broad categories of the sources of