MGT 534 Organizational Behaviors OCT 2009 PART B Question 2 a) Define change and explain Lewins force field

analysis model. Change management is the process by which an organization gets to its future state, its vision. Lewins force field analysis model is system wide change that helps change agents diagnose the forces that drive and restrain proposed organizational change. Ones side of the force field model represents the driving forces that push organization towards a new state of affairs which might be new competitors or technologies. Then, the other side is represents the restraining forces that maintain the status qua. These restraining forces commonly called resistance to change because they appear as employee behaviors that block the change process. Stability occurs when the driving and restraining forces are roughly in equilibrium, which is they are approximately equal strength in opposite directions. The unfreezing stage is the most crucial step in Lewins process. In this stage, business managers should convince their subordinates that the changes in the workplace are beneficial to all parties. Naturally, subordinates have the tendency to attach themselves entirely to policies, practices and routines that werent constant in the first place. Managers point out the flaws and inefficiencies of the current situation. Thus, it will make the changes more appealing and desirable. The final stage in Lewins change model is the stage of refreezing. In this stage, subordinates start to fully accept the changes in the workplace. Stability is the main concern under the stage of refreezing. Managers should stabilize the situation and create a different, change-oriented atmosphere. It is the stage where subordinates start to reconnect themselves with the workplace including the changes it parades.

b) Explain six (6) reasons for employees resistance to change. There are six most common reasons why employees resist changing. First is a direct cost which people tend to block action that resulted higher direct cost or lower benefit then those in the existing situation. Example, Sime Darby managers likely to resisted Golden hope to merge their company with Sime Darby because it would necessarily remove some of their resources, personal status, and career opportunities. Next is saving face. Some people resist change as a political strategy to prove that the decision is wrong or that the person encouraging change is incompetent. The research say that unless they are scared enough to listen, they will never forgive you for being right and for knowing something they dont. Then, fear of the unknown as people resist change out of worry that they cannot adjust to the new work requirements. Thus, fear of unknown increase of the personal loss. As example, even FBI managers and professional recognized that the agency should change mandate, they like were reluctant to push change forward because it is difficult to anticipate how this mandate would affect them personally. Fourth is breaking the routines. People typically resist initiatives that force them out of their comfort zone and require them to invest time and energy in learning new role pattern. Umpqua Bank CEO Ray Davis, who was introduced in the opening vignette to this chapter, acknowledge this source of resistance when describing the

rubber band effect on employees tend to snap back into their comfort zone rather than stick with the new behaviors. Fifth, is incongruent team dynamics which tem develop and enforce conformity to a set of norms that guide behavior. However, conformity to existing team norms may discourage employee from accepting organizational change. For example, Best Buy introduced the result only work environment, in which employees were evaluated by their result, not their face time. Yet, even though the program allowed employee to wander in to work at any time, deviation often were often meet with half humorous barbs from co worker . Finally Best Buys consultant eventually set up session that warned employees about these taunts, which they called sludge. Lastly, is incongruent organizational system as rewards, information system, patterns of authority, career path, selection criteria, and other systems and structure are both friends and foes of organizational change. When properly aligned, they reinforce desire behaviors. When misaligned, they pull people back into their old attitude and behavior. Even enthusiastic employees lose momentum after failing to overcome the structural confines of the past.