ORGANISATIONAL CHANGE
IOP4862
ASSIGNMENT: 289272
NO. OF WORDS: Assignment: 4723 Self Assessment: 402
% MARK SELF ALLOCATED: 60%
TABLE OF CONTENTS PAGE NUMBER
1 INTRODUCTION 3
1.1 THE NEED FOR ORGANISATIONS TO CHANGE 3
1.2 AIM OF DISCUSSION 3
2 PREPARING AN ORGANISATION FOR CHANGE 4
2.1 THE CONCEPT OF CHANGE 4
2.2 THE USE OF CHANGE AGENTS 5
2.3 THE LEARNING ORGANISATION 5
2.4 DEVELOPING A CHANGE MODEL 6
2.5 PREPARING NISSAN SA FOR CHANGE USING KOTTER’S EIGHT STEP PLAN 6
2.5.1 Establish a sense of urgency 6
2.5.2 Form a powerful coalition to lead change 7
2.5.3 Create a vision for change 7
2.5.4 Communicate the vision 7
2.5.5 Empower others to act on the vision 8
2.5.6 Create short term wins 8
2.5.7 Consolidate and build on change 8
2.5.8 Reinforce the changes 9
2.6 PREPARING NISSAN S.A. FOR CHANGE 9
3 KURT LEWIN’S THREE STEP CHANGE MODEL 10
3.1 STEP ONE: UNFREEZING 10
3.2 STEP TWO: MOVING 11
3.3 STEP THREE: REFREEZING 11
3.4 REDUCING RESISTANCE TO CHANGE 11
3.4.1 Ways to reduce employee resistance to change 12
3.4.2 Reasons for resistance to change : Individual level 13
3.4.3 Reasons for resistance to change: Organisational level 14
3.4.4 How can Nissan S.A. manage resistance to change 16
4 CONCLUSION 18
5 REFERENCES 19
6 SELF ASSESSMENT QUESTIONS 21
1 INTRODUCTION
1 THE NEED FOR ORGANISATIONS TO CHANGE
Organisations worldwide are currently facing increasing competition, price pressures and slower growth rates and in order to be successful, for many organisations, this prompts the need to constantly change to survive (Appelbaum, Delage, Gault & Labib, 1997; Burnes, 2004; Ndlovu & Parumasur, 2005)
This new type of organisation is dynamic and change has become strategic to stay ahead of the game. Successful organisations are changing continuously but managing
ASSIGNMENT: 289272
NO. OF WORDS: Assignment: 4723 Self Assessment: 402
% MARK SELF ALLOCATED: 60%
TABLE OF CONTENTS PAGE NUMBER
1 INTRODUCTION 3
1.1 THE NEED FOR ORGANISATIONS TO CHANGE 3
1.2 AIM OF DISCUSSION 3
2 PREPARING AN ORGANISATION FOR CHANGE 4
2.1 THE CONCEPT OF CHANGE 4
2.2 THE USE OF CHANGE AGENTS 5
2.3 THE LEARNING ORGANISATION 5
2.4 DEVELOPING A CHANGE MODEL 6
2.5 PREPARING NISSAN SA FOR CHANGE USING KOTTER’S EIGHT STEP PLAN 6
2.5.1 Establish a sense of urgency 6
2.5.2 Form a powerful coalition to lead change 7
2.5.3 Create a vision for change 7
2.5.4 Communicate the vision 7
2.5.5 Empower others to act on the vision 8
2.5.6 Create short term wins 8
2.5.7 Consolidate and build on change 8
2.5.8 Reinforce the changes 9
2.6 PREPARING NISSAN S.A. FOR CHANGE 9
3 KURT LEWIN’S THREE STEP CHANGE MODEL 10
3.1 STEP ONE: UNFREEZING 10
3.2 STEP TWO: MOVING 11
3.3 STEP THREE: REFREEZING 11
3.4 REDUCING RESISTANCE TO CHANGE 11
3.4.1 Ways to reduce employee resistance to change 12
3.4.2 Reasons for resistance to change : Individual level 13
3.4.3 Reasons for resistance to change: Organisational level 14
3.4.4 How can Nissan S.A. manage resistance to change 16
4 CONCLUSION 18
5 REFERENCES 19
6 SELF ASSESSMENT QUESTIONS 21
1 INTRODUCTION
1 THE NEED FOR ORGANISATIONS TO CHANGE
Organisations worldwide are currently facing increasing competition, price pressures and slower growth rates and in order to be successful, for many organisations, this prompts the need to constantly change to survive (Appelbaum, Delage, Gault & Labib, 1997; Burnes, 2004; Ndlovu & Parumasur, 2005)
This new type of organisation is dynamic and change has become strategic to stay ahead of the game. Successful organisations are changing continuously but managing
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