Spinolex Case

1. (a) What are the barriers to change in this case?

In this case the barriers to change are the resistance from employees to change.
They are set in their ways and their working culture is a barrier to change. The
culture is the way in which employees work through custom and practice,
reflecting the norms of an organisation. This made them rigid in their approach
to their work which is creating resistance to change. They are also not
understanding about the need of change because of the difference in
organisation culture and there are discontent among the workers.

(b) What could the management do overcome the barriers?
Removing resistance is a vital role for managers. To minimise resistance an
effective manager will communicate clear objectives. This will help everybody
to get involved in the process and enable them to understand why change is
necessary. Communication also helps to avoid rumours. Change can be a
sensitive process. Employees need to feel that they have sufficient resources to
carry out any changes. Some staff may need retraining. Involving employees at
each stage helps to create support for the change process.
2. How can new ideas become accepted at the plants?
When we introduce a "new thing," we are at the end of your thought process
(which may have begun months ago). Everyone else is at the beginning. They
can't get where we are without sharing our full process including our own
apprehensions. For this to be accepted Spinolex have to tell the employees
what they want to accomplish and what are the benefits of these new ideas.
They have to communicate with the employees and give them proper time to
understand the new idea and help them to able to do it.
3. Which model of change would you suggest for Sidwel Limited?
In this case the change barriers are the resistance of employees to change
because of their previous organizational working culture. The managers can
overcome this resistance from employees by first unfreezing which involves
those things that support the previous behaviour. In second step, the
organization presents a new alternative. This means introducing a clear
appealing option for a new pattern of behaviour. The final step in this model is
freezing which requires that changed behaviour be reinforced both formally
and informally in the organization.