A) Analyse the likely resistance to change at Static.

Resistance is a natural part of the change process and is to be expected (Coghlan, 1993; Steinburg, 1992; Zaltman and Duncan, 1977). Resistance occurs because change involves going from the known to the unknown (Coghlan, 1993; Steinburg, 1992; Myers and Robbins, 1991; Nadler, 1998. Unconscious processes arise as individuals respond to the threats of change (Halton, 1994; OConnor, 1995). Managing employee resistance is a major challenge for the initiators of change, and according to OConnor (1993) outweighs any other aspect of the change process. It could be argued that the vast majority of organisational change is managed from a technical viewpoint without recognising or understanding how the human element influences the success or failure of the change (Arendt et al., 1995; New and Singer, 1983). For example, while management invests a significant amount of money into creating the planned change, little is invested in communicating, training and follow-up needed to successfully implement the change (Schneider and Goldwasser, 1998). Leading an organisation through change involves constructively balancing human needs with those of the organisation (Spiker and Lesser, 1995; Ackerman, 1986). Because organisations consist ultimately of people, organisational change essentially involves personal change (Band, 1995; Steinburg, 1992; Dunphy and Dick, 1989). Change requires the participation of people who must first change themselves for organisational change to succeed (Evans, 1994). As per Connnor (1995) theory Static facing the resistance to change from their employees due to the following factors. Lack of Trust As per case study all staff work in functional groups to aid professional learning and all tasks are clearly documented within procedural manual which shows that there is mutual trust and strong relationship between the old management and employees but this sudden change of management is result into fear and lake of trust of employees at new managent. Belief that change is unnecessary As the employees are already associated with current working environment at static and they may not familiar with external dynamic and customer focused competitive environment so they are thinking and making an argument that little has change in static so why they making a big change? To avoid this situation usual response should be to make an incremental adjustment in the present strategy or to do more of the same, rather than do something different. Belief that change is not feasible As the current employees at static are very much fitted and satisfied with the working environment so they become bias and thinks that nothing change at static so this will not work here.

Economic Threats As change involves going from the known to the unknown so employees have a threat that the abilities they have unable to meet this change so it may leads to fear of redundancy. Fear of personal failure The fear of incapable of meeting the new role in changing environment although they were performing the current role well. Loss of status and power Staffs have worked for many years to get their coloured uniform showing status so they will defend against change at static. Threats to value and Ideas As staffs have long retention time with static so they know very well what static stands for have internalised the founder ideas. Resentments of Interface Staffs do not see that this new board has the understanding in static to derive change. B) Use Lewins theory of change to evaluate the stages required to complete the change at Static. Change is a common thread that runs through all businesses regardless of size, industry and age. Our world is changing fast and, as such, organizations must change quickly too. Organizations that handle change well thrive, whilst those that do not may struggle to survive. The concept of "change management" is a familiar one in most businesses today. But, how businesses manage change (and how successful they are at it) varies enormously depending on the nature of the business, the change and the people involved. And a key part of this depends on how far people within it understand the change process. One of the cornerstone models for understanding organizational change was developed by Kurt Lewin back in the 1940s, and still holds true today. His model is known as Unfreeze Change Refreeze, refers to the three-stage process of change he describes. Understanding Lewin's Model If you have a large cube of ice, but realize that what we want is a cone of ice, what do we do? First we must melt the ice to make it amenable to change (unfreeze). Then we must mold the iced water into the shape we want (change). Finally, we must solidify the new shape (refreeze).

Now we will discuss how static can use this model to complete the change at static? Unfreeze This first stage of change involves preparing the static to accept that change is necessary, which involves break down the existing status quo before we can build up a new way of operating. Key to this is developing a compelling message showing why the existing way of doing things cannot continue. This is easiest to frame when we can point to declining sales figures, poor financial results, worrying customer satisfaction surveys, or suchlike: These show that things have to change in a way that everyone can understand. To prepare the Static successfully, we need to start at its core we need to challenge the beliefs, values, attitudes, and behaviours that currently define it. Using the analogy of a building, we must examine and be prepared to change the existing foundations as they might not support add-on storeys; unless this is done, the whole building may risk collapse. This first part of the change process is usually the most difficult and stressful. When we start cutting down the "way things are done", we put everyone and everything off balance. We may evoke strong reactions in people, and that's exactly what needs to done. By forcing the Static to re-examine its core, we effectively create a (controlled) crisis, which in turn can build a strong motivation to seek out a new equilibrium. Without this motivation, we won't get the buy-in and participation necessary to effect any meaningful change. Change After the uncertainty created in the unfreeze stage, the change stage is where people begin to resolve their uncertainty and look for new ways to do things. People start to believe and act in ways that support the new direction. The transition from unfreeze to change does not happen overnight: People take time to embrace the new direction and participate proactively in the change. A related change model, the Change Curve, focuses on the specific issue of personal transitions in a changing environment and is useful for understanding this specific aspect in more detail. In order to accept the change and contribute to making the change successful, people need to understand how the changes will benefit them. Not everyone will fall in line just because the change is necessary and will benefit the company. This is a common assumption and pitfall that should be avoided. Tip unfortunately; some people will genuinely be harmed by change, particularly those who

benefit strongly from the status quo. Others may take a long time to recognize the benefits that change brings. We need to foresee and manage these situations. Time and communication are the two keys to success for the changes to occur. People need time to understand the changes and they also need to feel highly connected to the Static throughout the transition period. When we are managing change, this can require a great deal of time and effort and hands-on management is usually the best approach. Refreeze When the changes are taking shape and people have embraced the new ways of working, the Static is ready to refreeze. The outward signs of the refreeze are a stable organization chart, consistent job descriptions, and so on. The refreeze stage also needs to help people and the organization internalize or institutionalize the changes. This means making sure that the changes are used all the time; and that they are incorporated into everyday business. With a new sense of stability, employees feel confident and comfortable with the new ways of working. The rationale for creating a new sense of stability in our every changing world is often questioned. Even though change is a constant in many organizations, this refreezing stage is still important. Without it, employees get caught in a transition trap where they aren't sure how things should be done, so nothing ever gets done to full capacity. In the absence of a new frozen state, it is very difficult to tackle the next change initiative effectively. How do we go about convincing people that something needs changing if we haven't allowed the most recent changes to sink in? Change will be perceived as change for change's sake, and the motivation required to implement new changes simply won't be there. As part of the Refreezing process, make sure that we celebrate the success of the change this helps people to find closure, thanks them for enduring a painful time, and helps them believe that future change will be successful.

C) Appraise the action you would recommend in driving through cultural change at Static. In "Transforming Managers for Organizational Change," Paul O'Neill (1990) summarizes the work of Edgar Schein, which was built on the earlier work of Kurt Lewin, in developing a model for organizational change. Schein reports that three variables are critical to the success of any change in the culture of the organization: (1) the degree to which the leaders can make a clean break with past practices; (2) the significance and comprehensiveness of the change; and (3) the extent to which the head of the organization is proactively involved in the changes. Primary actions for Static Communication As already we have discussed above we should begin to prepare static for change by developing a compelling message which explain the need for change.

Crises We should generate a crises to exemplify need to change by explaining the fact as mentioned in case study that turnover of staff at static became very low, profit has been falling and we are losing customer by using old traditional way of customer services. Role Modelling We should identify and use the change agents within organization and those members who are adopting and useful in implementing that change should be rewarded by explicit and implicit rewards. Adapt Cultural Web We should remove the old traditional style of symbols, uniform and names at static and introduces a new and innovative style for bringing change in static which result into more customer satisfaction and improvement in turnover and profit. Secondary actions for Static Systems and procedure We should change static traditional systems and procedure that should be more customer focussed, sales oriented and profit oriented. Organizational Structure We should change the organizational structure because it should be more customers oriented not function oriented. Design of facilities We should make the static a workplace towards more job satisfied, team oriented and customer interactive. Stories, legends, myths (Unfreezing) We should introduce new organizational stories to celebrate customer focus and we should award ceremonies to rewards the packages of monetary and non monetary rewards like performance appraisal etc. Induction / Recruitment We should hire the employees for static which are more customer focussed and work oriented in dynamic environment and change the induction process towards customer focused.