Chapter 1 Issues 1.

Change does not occur in a hermetically sealed bubble; rather, choices are influenced by values and beliefs developed and modified during a lifetime of interaction with family, friends and social groups, and are constrained by socioeconomic circumstances and power relations. (Page 3, chapter 1). I believe that if the individual is explained what and why it is to be done, possibly the recipient will adept to change and make the work place workable for him. To certain extent.

2. By using employees rather than treating them as barriers, the expertise of change can be developed within the company rather than being the remit of an external change consultant or an internal project implementation team. By increasing their knowledge about change processes employees would be better able to question and debate consultant change packages, reconfigure initiatives to meet local conditions and develop their own potential skills as change agents. In developing local expertise and a culture of critical reflection, the appropriateness of change programs can be evaluated and greater control over change (and importantly when not to change) can be achieved. (Page 10, chapter 1)

Chapter 2 Issues 3. An essential concern is how best to organize the activities of employees to ensure that the goods or services provided by the company have a value in the market place. The pursuit of profit by private sector firms and the push for service excellence by many public sector organizations oblige management to identify and implement new ways of organizing and working that can best harness employees capacity to work. Typically, it is not simply the quantity of work that is important but also the quality. (Page 12, Chapter 2)

4. Winning the hearts and minds of employees has also been seen as an important element in ensuring a committed and productive workforce. (Page 12, Chapter 2)

5. A political perspective on management focuses on power relations and the processes involved in establishing and negotiating positions, and in gaining support for different policies. It looks for a plurality of interests and assumes that

different interests groups will have a variety of resources with which to press their claims. (Page 13, Chapter 2)

6. Another perspective on management, which has been fairly influential on change initiatives over the last two decades, is concerned with culture. A cultural perspective emphasizes moral order. Instead of management being concerned with establishing systems of bureaucratic administration or political accommodation, managers of culture are involved in the construction of moral systems of meaning and value. These prescriptions emphasize the importance of creating supportive, positive cultures that underscore organizational rather than sectional goals. (Page 13, Chapter 2)

7. Essentially, both external and internal factors link and overlap in determining the speed, direction and outcomes of change. (Page 16, Chapter 2)

8. One of the main reasons why people resist company change initiatives is that the proposed change may break the continuity of a working environment and create a climate of uncertainty and ambiguity. (Page 19, Chapter 2)

9. A substantive change in the nature of work and the skills required to perform certain functions is likely to engender distrust and resistance, particularly in situations where employees are not informed of the change prior to implementation.(Page 19, Chapter 2)

10. Although change is an integral element within business organizations, change for changes sake or to service the career agendas of certain individuals or groups, can result in employee cynicism and mistrust. It is as important to recognize when not to change as it is to identify when there is a need for change. This is perhaps one of the major myths that pervade the literature on change management- That, as changes are inevitable, change initiatives should not be questioned but embraced, as they are ultimately vital to the success of an organization. (Page 20, Chapter 2)

11. It is important to reflect critically on the need and reasons for change, and to take into account the concerns of others rather than to assume that, as resistance is inevitable, the reasons why people resist change should be ignored. (Page 20, Chapter 2)

12. Rapid shifts in the fortunes of companies has continued in the 20th and 21st centuries (as witnessed by the rise and fall of dot.com companies) and has led many organizations to search for new ways to improve their flexibility and adaptability to changing market conditions. It is perhaps not unreasonable to state that flexibility is a central driver of company change in the 21st century. Typically, the language of flexibility is tied to notions of goodness, adaptability and open-mindedness, while inflexibility is associated with old ideas of traditional thinking, rigidity and recalcitrant employees. (Page 22, Chapter 2)

13. The push for change initiatives in the name of competitive survival may sometimes do little to improve the position of the company and can prove damaging to employees experience of work. (Page 24, Chapter 2)

14. Some studies have also shown how, in situations where flexibility is valued more highly than commitment and loyalty, employees are likely to resist any further attempts to resist change. Employees know that although flexibility suits the company, it may render staff more interchangeable and leave them in a weaker position in terms of job security while also increasing their work responsibilities. Under such circumstances, employees resistance to change is understandable, but what is less clear is why change per se is deemed a good thing. (Page 24, Chapter 2)

Chapter 3 Hi fellow students. I apologise for not having completed my Chapter 3 on schedule. I had been busy over the weekend (I know I know. lame excuse) and trust me I tried reading the book. I really did. But Mr.Dawson went out of his way to confuse me, dont know about others.

Nevertheless, after going through this chapter, this is my opinion. All sub-headings within this chapter is pure, out and out theory. Shankar, Dawson nor Bruce Millet can deny history. These are the frameworks from which existing methods of organisational change has evolved. After reading through the chapter further, it had struck me that this chapter provides the foundation to critique Dawsons approach. This is because, in the

subsequent chapters Dawson analyses case studies and if a student intends to attempt to analyse the background of the approach which was, this would be the chapter to refer. Lastly, please disregard all comments within brackets. These are smart alec comments that I have made to interest myself. If it helps you to keep awake, please let me know. I have never written notes before and this is my first assignment on notes writing. I will be giving a second set of notes soon.

This chapter gives the history and details (too much of it) of change processes that have been applied over approximately 3 centuries. (see what I mean!) Dawson (the most boring author of all time) had begun his back to the future analysis from the Industrial Revolution.

Industrial Revolution This section describes in detail the types of changes that had swept the UK in particular. In a nutshell (as what David Chong would say) it covered the absolute disregard to the human element in change. Change was primarily focused on the monetary gains of the entrepreneur or the owner of the establishment / organisation. An autocratic view is painted as the leaders have total power to act, in this case change, anything and everything if it was deemed profitable. Pay particular attention to the Factory Act 1833 which was brought in to protect the workers, children included.

Scientific Management During the period of Adam Smith (very familiar name, EBE Part 1 REMEMBER!!) a scientific manner of allocating tasks was developed. Scientific methods such as study, analysis and solution of organisational problems coupled with systematic time and motion studies would identify the most effective way of performing a task (Taylor). There is a whole load of information in this section but my observation is as follows:

This method is very much related to the BADM (Part 1 again) style of deriving answers. Remember linear programming and process optimisation concepts???? Mathematical tools are used to derive the best way of working. Note that the human element is missing here (again). This method is still used in many manufacturing organisations as automation has reduced the human aspect of productivity. This concept is known as the Taylorist form of work organisation. BUT. Human relations theory and participative (that means gotong-royong, boss and worker communication) change strategies have squashed this manner of work as human element. One very interesting point to note would be that BPR (ahem.. Business Process Re-Engineering laah!!) is considered to be a Taylorist concept as most BPR initiatives do not (or may not) involve the human factors issues.

Human Dimension This came about after World War 2. The workers realised that if they were to pool the forces together they can dictate terms to their bosses and so trade unions were born. Now the bosses felt it was harder for them to implement change (all the workers strike and bungkus). So now, the owners became a little humble and embarked on a democratic process (HIDUP BN!!) in trying to implement change. A gentleman by the name of Elton Mayo and his team of .. (Dawson did not say who all) from Harvard disregarded the unions and other groups and just concentrated on management who they felt influenced change. (Harvard also makes mistakes)

OD Model (Not over dose, although I feel I need a fix) Organisational Development was founded by Kurt Levin. Mr.Levin says that in order for change to be implemented using the OD concept, 3 steps must be followed: unfreeze, change, refreeze. (try it with your dinner). Very good point indeed but the argument here is how well you know that you have killed all the possible obstacles during the unfreeze as where change is concern anything can take place anytime and anywhere. Note my reading in chapter 11. It says u cannot use cookbook approach as human factor need to be handled as it comes. Of course the initial planning can take place but unfreeze, change, refreeze issue I guess can only be linked with external authorities for approval for change for example..get approvals, formal issues etc..

Now this is an interesting concept. Basically, what it means is that in the unfreeze state, dont push for change but try to remove forces that prevent change. (tricky huh). And how is that suppose to be I guess this is the informal communication or grapewine approach. Getting feedbacks, using a acceptable (liked by many) change agent to get staff feedback about possible resistance. In other words, dont try to implement change first, identify the factors that hamper change and remove it. (is it not change in itself?) As such, active participation from employees in the planning phase is crucial.

In the change state, when all the factors that hamper change are removed, implement the change. And because they employees were involved in the planning phase, no problem.. In the refreeze state, once this change has occurred, ensure the intended outcome of the change is maintained.

Page 31/32 lists down approaches and techniques using the OD approach. (by Smenon) CHAPTER 4 Comments from this chapter "Flexibility, workplace change and nonstandard employment" talk about. There are more, generally the impact of organization change, be it big or small will have on people. When people's rice bowl is affected, changes also create social impact where uncertainty occurs: (1) communication play a crucial part in any change implementation. Top

to bottom communication is crucial and so is listening to feedback from bottoms up. (2) non-standard employment, flexible employment conditions open

gender differences/competition in the labour market. Facilities available for childcare, flexi hours etc. viewed as a beneficial for social development and equal opportunity/rights for all. But to some it is job insecurity... do people have a choice? Dont really understand this, as how can it become an insecurityPerhaps the equalization create competition with lower salary offer to women or part timers. (3) Outsourcing is a threatening word and no existence of empirical

knowledge on the advantage or benefits from the employee's perspective. If you are the boss, would you use outsource - it is a life cycle. (4) Part-time and casual work build work experience in an individual

(multi-skills).

(5)

Positive outcome of change in one department within the same

organization may have a negative impact or deterioration in another department. (6) The impression that "successful change" will be of small value if

worker lose their job. I guess this means. Change is implemented, and the person then leaves.. This is an expense to the org. (training cost, time spent on coaching etc) (7) (8) Minimising the presence of union in a non-standard employment. Senior management and shop floor "team work" and work harmonious

relationship is a myth. (9) Look at changes that has impact on social, economic, culture, tradition

and gender There are more to it and the above is a snapshot. Do you agree to the above? ( (By Jenna)

Chp : 5.

On Technology and its impact on Dalebake Bakeries. Would have preferred a different area but I guess it was the luck of the hand. Hope it helps the group.

1. Dalebake introduced new technology with the plan : a. to increase/improve production output; b. to reduce labor; and c. to reduce costs by closing their other 4 sites

2. The purpose of this was to maintain : a. its low product range; and b. increase volume.

3. However what happened following its opening was, consumer (Supermarkets like Asco & Tesda) demand changed base on the following reasons : a. they want diversity in product range b. they want cheaper loaves of bread;

......and the original plan of the Dalebake's technolgy was not viable.

4. These supermarkets did try "in-house" bakeries but it not cost-beneficial as it was expensive to operate. However as these supermarkets were distributing breads at a lower price obtained from their suppliers, demand for Dalebake range of products slumped.

5. Dalebake thus moved towards market segmentation & product differentiation rather than on pricing ie towards creating a greater variety of products (eg iron supplement breads for women) and higher quality bread that would add value, quality & taste to its products but

it must be made clear that, Dalebake relies on economies of scale for profit margin and thus needs volume to meet costs and increase profit.

6. Dalebake needs to improve on its Value Chain by creating new initiatives towards enhancing its : a. customer-supplier relationship b. Delivery c. Sales & Marketing [Emerson, 1978 - states that "there is unequal relationship between Dalebake and the Supermarkets".] and [ Preffer & Salancik, 1978 - states that "customers, suppliers, competitors and regulatory groups are all vital in making sense of the proactive strategies that companies pursue in relation to changes in their environment"]

This indicates that for a plan to work, all internal and external environments have to analysed before changes can take place. A more through feasibility study on the market environment, that caters for the needs and wants of the consumer, should be carried out.

In the case of Dalebake, the implementation of its latest technology towards producing long runs with low variety of products is no longer suited to meet the higher demands of modern day bakers. With Dalebake's current technology, to meet market demands it would have to Increase variety and Reduce run rate. However the impact to Dalebake would be, reduction in output; increase in inventory; increase in maintenance of equipment; increase in downtime; increase in setup times which

eventually increases manual handling. All these sums up to low/slow growth. This para looks like something we can discuss about However, not sure why since Dalebakes plan is to increase variety and reduce run rate ultimately impacted to be reduction in output, increase in inventory, increase maintenance, increase downtime and setup times. Will bring this up in class!! And how can this company achieve change and maintain staff morale and motivation. Eventually all sums up to low/ slow growth as it says.

(By Mack)

CHAPTER 6

This chapter talk's about the consequence, acceptance, and response of older employee to accommodate and adapt the change?

I agree with this chapter and my comments below: 1. The older u are, there is a difficulty to accept or respond to new ideas and the pattern of work in an organization 2. Age discrimination plays a major factor in accepting the condition of change; experience and seniority makes a negative mindset to adapt changes and lack of confidence in the seniority power. 3. Lacking of supervisory skills [not being people oriented, autocratic] How do you propose this should be handledwhat are the values and leadership style to adopt.

4.

The older age employees are fixed to their ways and traditional practice [not flexible in changing operations practice]

Would advice you to go to the discussion board. I have replied my comment to Michelles (a student) about older/ senior people good topic to discuss.

5. They have the long standing attachment in an organization and resist to change due to feel of security and comfort 6. Lack of understanding the need of change in an organization 7. There is a negative experiences in adapting change among the older workers and this is an obstacle to adapt future change 8. In appropriate line of communication about change More comment in the discussion board as well... (by Mogana)

Chapter 7 This Chapter interestingly looks at how an implementation of change can be utilized as a double-spear-headed sword; at one side to identify inappropriate employee practices, while on the other side to motivate employee. It looks at how employees respond differently to change. For our purposes lets just say we are looking at how the good and bad employees consider change.

The chapter involves an example at Washdale Manufacturing, where a cellular work arrangement was introduced. A cellular manufacture (CM) simplifies material flow, and puts in lace a system, which works on a team-based work group. CM branches of from the principles of Group Technology (GT), where machines with different functions are located adjacent to each other. With this flow, a malfunction or inefficiency is clearly spotted as a system, which takes into consideration the each process flow and cycle is counted. At Washdale the management found some suspicion at the night shift operation. They found very high machine breakdowns during the shift. However, one thing to note was that they always managed to hit their production targets. Very cleverly, the night shift was not only able to hit they production targets, but they also managed to find some snooze time before the morning shift got in. They did this by over-loading the machines and running at production levels, which exhausted the machines, thus causing more frequent breakdowns. The management then decided to install a cellular based system to monitor the machine cycle time. And that is when they found the mischief and the bad employee then faced with discipline action. Of course now they no longer work at Washdale. However, vice versa this action by the management managed to boost the morale of other employees instantly. Generally, I feel that the main point being highlighted at this chapter is the different responses available to the implementation of a change within an organisation. And now we see that some changes can help us control staff

discipline better too. This is seen as an extension of chapter 6 where we look at the staffs age and experience as to how change is accepted. Prepared by Ravin

CHAPTER 8

This is from Shanta & me.

The concept of globalization in 4 trends (discussed) 1. Developments in worldwide communications and the internet

2. 'Instantaneous nature' and 'enormous turnover' of global financial markets

3. Collapse of communism and the emergence of capitalism as the dominant social and economic order

4. The growing equality between women and men. An issue to discuss!!!!

The chapter takes the company "F.H. Faulding & Co. Ltd" as an example and the rest is about how they change due to the globalisation. It also

concentrates on how to organize the HRM function as they expand. Good issue to discuss!!

The chapter talks about the transition process, the ability to adapt and change to shifting contexts and its capacity to identify new strategic opportunities.

The importance of breaking down barriers between individuals from different disciplines, as this small local company turn to a global business. Another good point.

(By Shanta & Padma)

Chapter 9 - Trade unions and a shifting Industrial landscape

1.

Trade unions are in a very difficult situation because of membership and

apathy from the general workforce.

2.

Legislative reforms i.e. Worksplace Relations Act, 1996 restricts trade

union.

3.

Response & strategies of trade union to the changing business

environment and work place change initiatives.

4.

Gender & trade unijns - changing patterns, promoting women

involvement in trade unions - discrepancy between the proportion of female union members and their representation.

5.

Shiff from tradition form of work and employment - part time ancd

casual employment - created by service economy & outside the conventional work sites where unions are present.

6.

Membership decline as the HR management are promoting traditional

perspective - common culture, empowerment to pursuit common goal to achieve sustainable advantage - 'pragmatism'.

7.

Growth in part time work, casualization & decline in employment

energy indicates that future recruitment opportunities for the union are shifting towards women.

8.

Traditional union structures and old methods need to be questioned -

detrimental to the future of the union - proportional changes to elect more women.

9.

Politics of union organisation i.e. vested interest, genter and trade union

democracy - outcome of the political processes plays a critical part to the continuation or decline of traditional forms of male unionism.

10.

Socio economic changes have lead to economic rationalism in pursuit

of competitive advantage i.e. outsourcing and privatisation has lead to decline in union members.

11.

Rapid changes in technology is another implication of trade union -

computer mediated work. Thus reducing manpower.

Summary

Extent to which trade unions are themselves changing in order to renew their relevance - membership decline, deunionisation, changing legislation, technology, barriers of male unionism to union renewal.

Chapter 10:

The quality management experience

The key points are: -

A) Quality Management (QM) has moved away from individual to teamwork (problem solving technique). Networking

 Open Communication Comparative free Information bringing in more comm. networking.

B) QM can bring long-term relationship with few suppliers. C) The bureaucracy of some quality management programs are not emphasized on standardization and global procedure requirements may not achieve the transparent quality systems they aspire to and can often hinder innovation and change. D) QM neither is nor should be a rigid set of principles, nor can it provide a panacea for all organization. E) The weaknesses of importance of very critical do consultants who propose simple solution to complex problems. F) QM must align with substance of change.

(By Steven)

Chapter 11

There are no golden roles or lessons to be derived from approaches that make simple distinctions between the rights and wrongs of managing change.

Critics to discuss: -

It is argued that attentiveness to processes of change is central to the development of critical reflective awareness that can provide both greater understanding of change and insights on how to actively shape change processes. It is necessary to move beyond the cookbook approaches in developing new processual skills for making sense of change. Cookbook approaches use company success as their starting point for identifying a list of ingredients for successful management of change. Here development of consensual relationship is the tenet in developing cultures of participation and involvement, which foster autonomy, entrepreneurship and

innovation.

Anecdotal evidence (often involving unsystematic and questionable data collection techniques) has been used for formulation of stage models on how best to manage change. This chapter also talks about the need for revolutionary change, which is doubted by himself that in the current climate where change fatigue is often more a problem than change management the concept of continual revolution is highly questionable. For many change at work is familiar territory and is more likely to promote cynicism and frustration than anticipation and euphoria.

On another point, its says that continuity remains and old ways of doing things re-emerge. They have created ever-greater demands on already busy work regimes.

There is a lot more in this chapter I suggest u read page 173 (last para) to 175 (last para) for 10 general lessons on change (for assignment). It is too much to write for this class (By Pammy)