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

To be reported by:
Krishia Lei Mamiit
Pamela Georgia Yumul
Geewee Vera Flores
Angelika Stiffi Campos
Earl

CHANGE.

BUT WHY DO WE NEED

CHANGE???

ORGANIZATIONS THAT
FAILED TO CHANGE ARE
DOOMED TO FAIL.

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
-most intense and risky type of organization change
Re-creation
*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