HRMT20028 – Organisational Change Management


Added on  2020-03-01

8 Pages2412 Words47 Views
Running Head: CHANGE MANAGEMENT 1Organizational Change Management

CHANGE MANAGEMENT2Introduction Background Organizational culture has significant implications in organizations, which are confronted with different types of changes. In an organizational culture, change is not the issue, but resistance to change is an issue. Resistance to change, an implied impact, which can occur in each and every change, it can be overcome by gaining better knowledge about the factors and reasons, which generate it. This literature reviews that there is direct relationship between organizational culture and resistance to change in the organizations for analyzing the different ways to overcome resistance to change. Aim/ Objectives The major aim of this essay is to review a literature on organizational culture and its change management. It includes different aspects of change implementation and how an organization can overcome the resistance to change. In addition, the objective of this paper is to consider the external and internal factors, which cause the change and resist the change. Scope The major emphasis of this literature review to analyze journal articles of different authors to know about organizational culture and change implementation. It covers the different thoughts and opinions of different authors about change management. It includes the Lewin’s change model and different effective strategies to implement the change successfully. The information iscollected only from secondary sources of research. Discussion Literature Review According to Zvanca (2011), organizational culture is a combination of operating and shared values, beliefs and some shared assumptions within organization. It includes different organizational activities and processes. Furthermore, Roger Harrison defined that an organizational culture includes the components, which are important to the organization. It prescribes the resources and capabilities of organization. Organizational culture is very importantfor building and affecting the positive changes to the effectiveness of organization. Organization

CHANGE MANAGEMENT3culture and structure needs changes according the requirements of organizational processes and objectives (Zvanca, 2011). According to Mills & Smith (2011), an organizational structure focuses on improving and increasing its effectiveness and performance. Thus, the top management examines some important aspects, like; policies, systems, structures, work practices etc. to making changes and restructuring (Mills & Smith, 2011). Kumar & Singhal (2012) states that people in organization are significant elements of successful change in the organization. In the organization, some people resist the changes and they did not accept respective changes. CIPD (2009) stated about an important aspect of change implementation, i.e. resistance to change. Resistance to change can be described as the disruptionin the process of changes, which is imposed by the individuals and group of individuals. A popular business magazine stated that resistance to change may be organized or disorganized, collective or individual and active or passive (CIPD, 2009). It can take different forms, like; sabotage, strikes, jokes, restriction of productivity, sarcasm and whistle blowing. It includes the example of this, i.e. active resistance to change can be seen in the forms of strikes, like Staff of Royal Mail went on strike to resist the changes, which were not discussed with them (Kumar & Singhal, 2012). There are some reasons, which cause the employees to resist the change in organization. According to Lussier (2009), one of the major reasons behind resistance to change is insecurity among the employees. Generally, change is viewed as a possible threat and it is regarded as undesirable as it reflects a level of uncertainty. Another reason may be inappropriate perception of change objectives. Lack of communication among team and managers is one more reason for resistance to change in organizational culture (Lussier, 2009). In order to implement the change in organization, Kurt Lewin has developed a change model in the year 1947. In this sense, Cummings, Bridgman & Brown (2016) explained that this change framework is known as 3-steps model. This model is categorized in three steps; first is unfreezing, second is changing and last one is refreezing. Lewin’s model shows the process, in which the system shifts from one stability point to another point, known as transition model. This

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