week-12

Over the past 12 weeks study, I have been learned a lots of knowledge about managing organization change. I found the resistance of change this chapter has most resonated most with me, and it can incorporate into my future work.

In the organization, the resistance of change is very common issues faced by change managers during the process of change. There are many different reasons why employees resist change, and it is important that change managers are aware of these variations. Also, when manage the resistance; it relates to the image of managing change, such as director, the change managers should have specific skills to ensure that they can deal with the resistance to change. The people who like to supportive of organization change, which may relate to such as money, the change may increase employee salary; or better working conditions, the environment may change, new equipment may be provided and so on. Resistance to change which may active or passive during the process of change; active resistance occurs where people are taking specific and deliberate action to resist the change. For example, using facts selectively, have a meeting to communicate fact statement, at the same time, to negotiation and get agreement to change or improve problem occur in the facts. Resistance does not always in positive action, sometimes it can be passive. Passive resistance occurs where people do not take specific actions. Such like malicious compliance, this is always happen the employees agreeing with the change, but they are not following through to fulfill their commitments. 

The people who are resistance of change, the reasons such as dislike of change, discomfort with uncertainty and so on. If without an agreement to change in the organization, employee will resist change by many reasons, like they are fear that they will have to follow the unfamiliar routines, do more work without pay or lose their jobs by used new technology and so on. However, it will directly influence their work effective and efficiency by dissatisfied of change. When organization start to change, it can have meeting with all employees to discuss and explain the reasons for change, in order to get the agreement, and dissolve their misgiving and anxious by organization change.

However, it can be used a few of strategies to manage resistance and overcome barriers to change, such as a situational approach; for example, using negotiation with employees and get the agreement, the power of resistance; it can using resistance to build support for change, like respect those who resist, because their opinion very important for manage to make a decision to change organization.

For above knowledge, it cause myself aware how to managing of change when is occur resistance of change in my future career, I have to recognize why do people resist of change, resistance come from and what kind of strategies could approach resistance.

week11-outline and discussion the value of contingecny approach to change?

A good leader should be a smart and intelligence when they change their leadership style under different environment. The contingency theory challenge this assumption that style of change depending upon the scale of the change and receptivity of organizational members for engaging in the change. (Palmer, I, Dunford, R &Akin, G2008) The contingency approach to management is based on the idea that there is no one best way to manage organizational management change. It is impossible to select one way of managing that works best in all situations in the organization. The design of an organization and its subsystems must fit with the environment. According to Wang in 2008, it shows used contingency approaches, it found consumption attitudes have significant effects on NPA, Consumers’ adoption of market innovations is associated negatively with their attitude toward existing products and positively with independent decision making and preference for high-tech products.

According to Palmer, 2008, the book refers the best developed change contingency approach which is used Dunphy-Stace model. This contingency model of change which can divide by style of change and scale of change, but those two types of changes should be matched to the needs of the organization. The style of changes such are collaborative, consultative, director or coercive. And the scale of changes such is fine-tuning, incremental, modular or corporate transformation.

There are five main change approaches which are development transitions; task-focused transitions, charismatic transformation, turnaround and Taylorist. When development transitions in organization, it is like using consultative leadership style, the leader is using their skills, experiences or ideals to retain the final decision-making power, and capacity to encourage staffs to accept a final decision. According to Danica, 2008, in this article refer employee used consultative leadership style in large Croatian companies. Task-focused transitions; it is directive with the change leader acting as a captain seeking the compliance of organizational members to redefine how the organization operates in specific areas; (Palmer, Dunford, Akin 2009) like directive leadership, the leader is needs to interpret what their subordinates should be done, and set up work standards and polices to their subordinates, leading them achieve the goals. When organization come to Charismatic transformation, the charismatic leader is has great for operate require energy and talent, it is very appreciate used when organization change in the difficult situation. Turnarounds; this are aimed at frame-breaking changes; the turnaround change leaders operate as commanders utilizing their positions of power to force required changes through the organization.Taylorist; is associated with fine-tuning, paternalistic approaches to managing change (Palmer, Dunford, Akin 2009).

 However, when we choose the contingency model of change for the organization, it bases on the environment condition, and chooses appreciate contingency approaches which should match with the leadership style, then, control and solve the problem.

Reference

Consumption attitudes and adoption of new consumer products: a contingency approach

Guangping Wang, Wenyu Dou, Nan Zhou. European Journal of Marketing. Bradford: 2008. Vol. 42, Iss. 1/2; pg. 238

Palmer, I, Dunford, R& Akin, G2008, Managing organizational change: a multiple perspectives approach, 2^nd edn, McGraw-Hill Irwin, New York

Leadership Styles’ Specifics in Large Croatian Companies

Danica Bakotié. The Business Review, Cambridge. Hollywood: Summer 2008. Vol. 10, Iss. 2; pg. 213, 8 pgs

 http://weirdblog.wordpress.com/2007/09/04/leadership-styles-dictatorial-authoritative-consultative-participative/

week9-disscuss how the OD approach to change is illustrated within the DuPont ase study

In the organization, the purpose of implement change which is improves organization effectiveness. The mangers implement change by use tools as organization development, appreciative inquiry, positive organizational scholarship and sense-making approaches. (Palmer, I, Dunford, R &Akin, G2008) In the DuPont case, they have been use three different approach to change by organization development, appreciative inquiry and sense-making approaches. However, I will discuss one of approach OD, to see how these approaches implement change at DuPont by following.  

 OD is creating systemic change and problem solving on improving the effectiveness of organizations and the people in those organizations. (Michael Broom, 2009) The OD approach to change such as planned change, focus on the improved effectiveness of the organization, focuses on change attitudes and behaviours, groups and teams for the key focus and so on. Organization needs OD practitioner because helps to structure activities which to help the organization member solve their own problems and learn to do that well. The skills of OD practitioners should have intrapersonal skills, interpersonal skills, general consultation skills and organization development theory. When the OD changes intervention process, Kurt Lewin developing a three-stage model of how change occurs, unfreezing, movement and refreezing. (Palmer, I, Dunford, R &Akin, G2008) In DuPont case, there are unfreezing to implement planned changes which is Tom introducing about his new ideas to improving the plant about looking for solutions to specific problem, rather in improving overall organization effectiveness, and they are learn of the NASCAR and explain the existing problem of teamwork in the workplace, also, effective supervision, high performance, and gave those leadership roles constructs to work with for making improvements, and the language for introducing change as well. That is planned change for improvement and improved effectiveness of the organization. And, approach to change experiential-based learning and group and teams for the key focus by used as the basis for experiments and leadership core team were instructed to introduce change as an experiment. Also, refreezing the changes into operations of the organization, using the NASCAR metaphor not only used to explain teamwork but also the pattern for accomplishing.

From above discussion, I know how these OD useful to help implement change in DuPont case.  When decide to change organization, I can consider implement change by using OD.

Reference

Palmer, I, Dunford, R& Akin, G2008, Managing organizational change: a multiple perspectives approach, 2^nd edn, McGraw-Hill Irwin, New York

 http://ezinearticles.com/?Implementing-Change-in-Your-Business&id=1502026

 http://www.chumans.com/human-systems-resources/defining-organization-development.html

 http://appreciativeinquiry.case.edu/intro/whatisai.cfm

 http://dictionary.babylon.com/appreciative_inquiry

 John J Lanczycki Jr, Appreciative Inquiry Handbook: Quality Progress. Milwaukee: Jun 2009. Vol. 42, Iss. 6; pg. 64, 1 pgs

 http://appreciativeinquiry.case.edu/uploads/Brief%20AI%20Overview.ppt#256,1,Appreciative Inquiry

 

 

week8-which of below signs of resistance do you think is the most difficult to manage? why?

In the organization, when they are change their system or policy, it will case resistance to change. But we can not avoid resistance to change, the power of resistance can build support for change when we managing resistance. Because it can maintain clear focus, focus on the objective, if the change is necessary, otherwise it can maintain them for awhile; respect those who resist, the people who resist, their opinion are very important for the organization, however, it needs to respect them. (Palmer, Dunford & Akin, 2009) When they are getting change, they are many different sign of resistance occurs, it will be active or passive. (Palmer, Dunford & Akin, 2009) Active resistance occurs where people are taking specific and deliberate action to resist the change. Such like, using facts selectively, have a meeting to communicate fact statement, at the same time, to negotiation and get agreement to change or improve problem occur in the facts. Resistance does not always in positive action, sometimes it can be passive. Passive resistance occurs where people do not take specific actions. Such like malicious compliance, this is always happen the employees agreeing with the change, but they are not following through to fulfill their commitments.  

 The three signs of resistance discussed are lack of conviction that change is needed, dislike of change and   belief that the timing is wrong (Palmer, Dunford & Akin 2009). But I think the dislike of change is most difficult sign of resistance to manage in organization. Change is stressful. It cases fear, anxiety and resentment in many people. It is directly affect to employers and employees. Without a agreement to change, employee will resist change because they are fear that they will have to adopt unfamiliar routines, they are be force to do more work without more pay; for example, employers need to set the new plans, strategy, target and so on for the future. Employees may fear by lose their jobs because they will be judged by a higher standard that they can not meet. Therefore, they may produce sense of loss, and have pessimism easier, then, it will greatly decrease their working effective and efficiency by dissatisfied of change. Furthermore, because change is hard to control by people, it leads employers lose their managing thoughts, however, those though it have been collected by the employers experience. Last but not least by the people dislike of change, it may be some people are unwilling to take on more responsibility or they dislike their working conditions and resist change in protest. However, the dislike of change of resistance is most difficult to manage, the organization must prepare very well before to have change, otherwise, it will hard to manage by the employers, employees or customers.

Reference

http://changingminds.org/disciplines/change_management/resistance_change/sign_resistance.htm

 Palmer, I, Dunford, R & Akin,g 2008,managing organizational change: a multiple perspective approach, 2^nd edn, McGraw-hill Irwin, New York.