1. Explain the key phases of a change management process.
(85 words)
- Recognising the need for change through conducting a situational analysis
- Communicating the proposed change to all stakeholders
Communicate right from the start with people which make it easier to understand to them.
- Consulting on the required change with staff and seeking input and feedback
Consult and asking someone feedback can give some ideas of what we can do for the future
instead of not consult.
- Creating a change management plan to incorporate changes identified and agreed upon
- Testing and feedback once implementation has been completed
- Evaluation and monitoring including final feedback and objective testing
2. Explain three reasons why an organisation might initiate change. (60 words)
Substantial cuts in funding, address major new markets/clients, need for dramatic increases in
productivity/services, etc. Typically, organizations must undertake organization-wide change to
evolve to a different level in their life cycle, e.g., going from a highly reactive, entrepreneurial
organization to more stable and planned development. Transition to a new chief executive can
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provoke organization-wide change when his or her new and unique personality pervades the
entire organization.
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3. Explain force-field analysis as a model for understanding the change process (100 words)
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Force-field analysis is used to determine which forces drive a proposed change and which resist.
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Example force-field analysis model :
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Staff can put number on each element from 1 to 5. Putting number 1 on this graphic means that
the element is not that important and number 5 means the element is very important.
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If you had to implement the project in the example above, the analysis might suggest a number
of changes that you could make to the initial plan. For instance, you could:
- Train staff to minimise their fear of technology. The +1 cost of training increases "Cost" to
-4 but the -2 benefits reduce "Staff fearful of new technology" to -1.
- Show staff that change is necessary for business survival. This new, +2 force supports the
change.
- Show staff that new machines would introduce variety and interest to their jobs. This new,
+1 force also supports the change.
- Raise wages to reflect new productivity. The +1 cost of raising wages takes "Cost" to -5, but
the -2 benefits reduce "Loss of overtime" to -1.
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- Install slightly different machines with filters that eliminate pollution. The -1 benefit of the
new machines eliminates "Impact on environment" as a force against change.
By strengthen the driving forces and weaken the restraining forces which can make the change
successful.
4. Explain the key premises of the Burke & Litwin organisational change model and its
application to the change process. (90 words)
The Burke-Litwin model
- external environment
- mission and strategy
- leadership
- organisation culture
- structure
- work unit climate
- Task Requirements and Individual Skills/Abilities
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- Individual Needs and Values
- Employee Motivation
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Burke-Litwin believes environmental factors to be the most important driver for change. Indeed,
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Most change can be traced back to external drivers for change.
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Important elements of organisational success, such as mission and strategy, leadership and
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Organisational culture, are often impacted by changes that originate outside the organisation.
The model is expressed diagrammatically, with the most important factors
featuring at the top. The lower layers become gradually less important. The model argues that
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all of the factors are integrated (to greater or lesser degrees). Therefore, a change in one will
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eventually affect all other factors.
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5. Discuss the purpose of Kotter’s 8-step change model and the steps involved. Explain
each of the steps involved. (250 words)
1) Creating a sense of urgency
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- Identify potential threats , and develop scenarios showing what could happen in the future.
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- Examine opportunities that should be, or could be, exploited.
- Start honest discussions, and give dynamic and convincing reasons to get people talking and
thinking.
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2) Building a guiding coalition
- Identify the true leaders in your organization, as well as your key stakeholders .
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- Ask for an emotional commitment from these key people.
- Work on team building within your change coalition.
- Check your team for weak areas, and ensure that you have a good mix of people from
different departments and different levels within your company.
3) Create a Vision for Change
A clear vision can help everyone understand why you're asking them to do something.
When people see for themselves what you're trying to achieve, then the directives they're
given tend to make more sense.
4) Communicate the Vision
- Talk often about your change vision.
- Address peoples' concerns and anxieties, openly and honestly.
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- Apply your vision to all aspects of operations – from training to performance reviews. Tie
everything back to the vision.
- Lead by example .
5) Remove Obstacles
- Identify, or hire, change leaders whose main roles are to deliver the change.
- Look at your organizational structure, job descriptions, and performance and compensation
systems to ensure they're in line with your vision.
- Recognize and reward people for making change happen.
- Identify people who are resisting the change, and help them see what's needed.
- Take action to quickly remove barriers (human or otherwise).
6) Create Short-Term Wins
- Look for sure-fire projects that you can implement without help from any strong critics of
the change.
- Don't choose early targets that are expensive. You want to be able to justify the investment
in each project.
- Thoroughly analyse the potential pros and cons of your targets. If you don't succeed with an
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early goal, it can hurt your entire change initiative.
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- Reward the people who help you meet the targets.
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7) Build on the Change
- After every win, analyse what went right, and what needs improving.
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- Set goals to continue building on the momentum you've achieved.
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Keep ideas fresh by bringing in new change agents and leaders for your change coalition.
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8) Anchor the Changes in Corporate Culture
- Talk about progress every chance you get. Tell success stories about the change process, and
repeat other stories that you hear.
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- Include the change ideals and values when hiring and training new staff.
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- Publicly recognize key members of your original change coalition, and make sure the rest of
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the staff – new and old – remembers their contributions.
- Create plans to replace key leaders of change as they move on. This will help ensure that
their legacy is not lost or forgotten.
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The reason why Kotter outlines these steps is to emphasise that change is not a simple and quick
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process. Many steps of planning are required and even when the change has been implemented there
is still a lot to do to ensure it is successful. Kotter argues that 70% of change initiatives fail, and
attributes this to the fact that most organisations do not put in the necessary preparation or see the
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project through correctly. Following these steps ensure your change initiative is more likely to be a
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long-term success.
6. Explain two strategies that can be used to effectively communicate and embed change
during an organisational change process. (70 words)
1) Communicate properly on email which stated :
- The sender name
- The receiver
- The key message
It has to be consistent of what it needs to be sent and delivered to the right people on the
right time.
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- The Channel
- The Context
- Feedback
Also asking for their feedback at the end of the words.
2) Encourage conversation with instant messaging and group chats. It might even make sense
to schedule virtual "office hours," where managers, members of the leadership team, or
other important personnel make themselves available for online chats on certain days and at
certain times. That way employees can ask their burning questions and feel confident they're
being heard.
7. Explain how external environment can impact on change strategies. (100 words)
While doing taking an advantage over competitive industry in an external environment , a firm
can take various strategies like that of changing prices , using product differentiation, creatively
using channels of distribution, making pivot gains over supplier side etc. All this again depends
upon the internal strength and vision of the company.
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Therefore the external environment has driven the change to the company business as per the
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high competition in the market sectors.
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8. Explain the importance of a participative management style when implementing
organisation change.(60 words )
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Participative management style is based on the involvement of employees in decision-making,
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problem-solving in the company and empowering employees, as well as on supporting their high
autonomy, own initiative and creativity in order to achieve their goals. Other forms of
participative management include increasing the responsibility of employees (job enrichment);
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forming self-managed teams, quality circles, or quality-of-work-life committees; and soliciting
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survey feedback.
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Participation helps employees develop a more complete idea of the organisation. Through
training, development opportunities, and sharing information, employees can acquire the
conceptual skills necessary to become effective supervisors or even top-level managers. It also
increases employee engagement within the organisation and makes them invested in the
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decisions they make.
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The key is to build employee confidence so their ideas and decisions become more creative and
sound.
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9. Explain two aspects of organisational behaviours that can impact on organisational
change. (80 words)
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- Learning culture : how staff learn within an organisation
When new employees join the company, the way they behave is heavily influenced by the
organisational culture. As social beings, people strive to fit in the environment around them.
If the company culture encourages employees to speak up without fear of reprisal, new
employees will gain confidence in expressing their ideas, whereas if the culture is to "shoot
the messenger," new employees tend to keep their opinions to themselves. It can influence
company culture by clarifying the vision and values and putting them into practice on a
daily basis.
- Diversity : in an organisation that is diverse in terms of cultural backgrounds.
Employees with diverse cultural background brings unique experiences and perceptions in
group, strengthening teams' productivity and responsiveness to changing conditions.
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10. Describe five components that may be included as part of a change management plan.
(65 words)
1. Risk assessment
Describe how the risk impact to the business, is it belongs to high risk, medium or low risk.
2. Stakeholder
Can be internal stakeholder such as employees and external stakeholder such as sponsorship.
3. Action plan
Feedback from employees as a change is being implemented is a key element of the change
management process. Change managers can analyse feedback and implement corrective
action based on this feedback to ensure full adoption of the changes.
4. Communication
begins with a careful analysis of the audiences, key messages and the timing for those
messages. The change management team or project leaders must design a communication
plan that addresses the needs of frontline employees, supervisors and executives. Each
audience has particular needs for information based on their role in the implementation of
the change.
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5. Training plan
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Change management and project team members will develop training requirements based
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on the skills, knowledge and behaviours necessary to implement the change. These training
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requirements will be the starting point for the training group or the project team to develop
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and deliver training programs.
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11. Explain three reasons why individuals or groups within an organisation may resist
change. Include at least one suggestion of how resistance can be overcome for each of
the areas you identify. (65 words)
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- Delivering the communication plan to individuals and/or groups
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- Lack of competence : This is a fear people will seldom admit. But sometimes, change in
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organisations necessitates changes in skills, and some people will feel that they won’t be able
to make the transition very well
- Fear of the unknown : People will only take active steps toward the unknown if they
genuinely believe and perhaps more importantly, feel that the risks of standing still are
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greater than those of moving forward in a new direction
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- Change in the status quo : People who feel they’ll be worse off at the end of the change are
unlikely to give it their full support. Similarly, if people believe the change favours another
group/department/person there may be (unspoken) anger and resentment
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12. Discuss at least three barriers to organisational change. (60 words)
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1. Lack of leadership
Have a strong leadership to maintain
2. Not enough understanding about the change itself and poor alignment behind it
3. Lack of focus and strong project management of the change
Make sure to have a strong management for the change, came up with some new ideas on
the meeting for making some changes into project.
13. Discuss at least two strategies to address barriers to organizational change. (70 words)
1. Involve top leadership in high visibility activities that range from all staff kickoff meetings
to regular small group feedback sessions. The more active and visible your organisational
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leaders are throughout the change process, the better. Ideally, everyone in management
should be involved in the change and actively sponsoring it.
2. Set clear expectations, communicate potential timelines, and report organisational progress
to plan at regular intervals. During unplanned or crisis-driven change, keeping everyone on
the same page is just as critical.
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