Leadership Processes and Organizational

Change

Aim of the topic:

1. To learn the process of organizational change &
the role of communication
2. Models of Change
3. Crises and organizational change
4. Models of leadership & the role of
communication
“There is nothing so constant as change”
CEO OF AIRLINES & ORGANIZAIONAL CHANGE

"Stewardess" Richard Branson Serves Passengers

On AirAsia Flight
 Introduction: organizational Change“

Organization gurus said that organizations must:

“organize for continuous change, to become a flexible
organization that can adapt quickly to environmental
changes”(Zorn, Page & Cheney 2000:516-517).
-Should question the wisdom – question the intention
of change.
- Some changes are huge and life altering
- Merger – forced layoffs, job redefinitions and massive
shifts in company mission and processes
- Mundane changes.
 MODELS OF ORGANIZATIONAL CHANGE
Many organizations naturally evolve and adapt to
environmental needs.
Models:
1. Organizational Life Cycles (Kimberly & Miles, 1980)
2. The Evolution of Organizational Populations (Hannan
& Freeman, 1989).
– (Natural life cycle)
3. Planned Organizational Change Model (Miller, 2013).
“Natural” life cycle of Organizations
 Planned Change Model
• Often times, organizations are confronted
with problems in the environment or with
internal contingencies that suggest that
current “ways of doing things” are not
effective (Miller, 2013:174).

• Planned to make changes

 How and What Change?
Example– Pezzo- Introducing new way of eating Pizza in Sarawak
 Extension point
Kotter (1995), has proven that 70% of all major
change efforts in organizations fail.
He suggestes 8-step process to avoid failure and
becomes adept at changes.
The 8-Step Process for Leading Change
http
://www.launchpointleadership.com/leadership-tools/eight-step-proc
ess-for-leading-change
 Typical Problems
• Lack of management support
• Top managers forcing change
• Inconsistent action by key managers
• Unrealistic expectations
• Lack of meaningful participation
• Poor communication
• Purpose of program was not clear
• Responsibility for change not properly identified
• (see page 177 for the detail explanation)
Communication in Change Process

• Clampitt, Dekoch & Cashman (2000) have

categorized these “top down” communication
strategies.
 Most Effective
1. Underscore and Explore

Moderately Effective
2. Tell & Sell
3. Identify & Reply

Least Effective
4. Spray & Pray
5. Withhold & Uphold