CHAPTER 11:

MANAGEMENT OF
CHANGE
Topics:
Category of Change
Types of Organizational Change
Overcoming Resistance to Change
Why do Employees Resist Change
Strategies for Overcoming Resistance to Change
 CATEGORY OF CHANGE

Developmental Change
It is a change that enhances or corrects existing aspects of an
organization. It may either be planned or emergent; it is first
order or incremental.

Transitional Change
It seeks to achieve a known desired state that is different from
the existing one. It is episodic, planned, and second order or
radical.

Transformational Change
It requires a shift in assumptions made by the organization and its
members. It is radical or second order in nature.
CHANGE AS A THREE STAGE PROCESS

Curt Lewin- conceptualized change as a three stage process involving:

Unfreezing
Disconfirmation of expectations
Creation of guilt and anxiety
Provision of psychological safety

Moving to a New Position

Identifying with a new role model or mentor
Scanning the environment for new relevant information
Refreezing
Total personality and concept of self
Significant relationships
PLANNED VERSUS EMERGENT CHANGE

Planned Change
-a type of change which is deliberate, a product of conscious
reasoning and actions.

Emergent change
-change sometimes unfolds in an apparently spontaneous and
unplanned way.

Change can be emergent rather planned in two ways:

o Managers make a number of decisions unrelated to the
change that emerges
o External and internal factors influence the change in directions
outside the control of managers
 EPISODIC VERSUS CONTINUOUS
CHANGE

Episodic Change

-is infrequent, discontinuous and intentional.

-sometimes termed radical or second order change
-often involves replacement of one strategy or programme with
another

Continuous Change
-is ongoing, evolving and cumulative
-also referred to as second order or incremental
-is characterized by people constantly adapting and editing ideas
they acquire from different sources
TYPES OF ORGANIZATIONAL CHANGE

Vertical Axis
Anticipatory Changes
-are any systematically planned changes intended to take
advantage of expected situations
Reactive Changes
-are those required by unexpected environmental events or
pressure
Horizontal Axis
Incremental Changes
-involve subsystem adjustments needed to keep the
organization on its selected path
Strategic Changes
-alter the total shape or direction of the organization
 NADLER AND TUSHMAN MODEL OF
ORGANIZATIONAL CHANGE
Tuning
-this is the most common, least intense and least risky type of
change
* The key to effective tuning is to actively anticipate and
avoid problems.

Adaptation
-also involves incremental changes, but the changes are in
the reaction to external problems, events, or pressures
Reorientation
-is anticipatory and strategic in scope.
* Nadler and Tushman call reorientation frame bending

Re-creation
-most intense and risky type of organization change
*they claim its amounts to frame breaking
 OVERCOMING RESISTANCE TO
CHANGE
Dealing with change is inescapable component of
modern management.

Organization change comes in all sizes and shapes.

Change is like a stone tossed into a still pond

WHY DO EMPLOYEES RESIST CHANGE?

Surprise
Inertia
Misunderstanding
Emotional side effects
Lack of trust
Fear of failure
Personality conflicts
Poor timing
Lack of tact
Threat to job status/ security
Breakup of work group
 STRATEGIES FOR OVERCOMING
RESISTANCE TO CHANGE
Education and Communication

Participation and Involvement

Facilitation and Support

Negotiation and Agreement

Manipulation and Co- optation