Managing People and Organisational Behaviour

Running head: MANAGING PEOPLE AND ORGANISATIONAL BEHAVIOUR
MANAGING PEOPLE AND ORGANISATIONAL BEHAVIOUR
Name of the Student
Name of the University
Author note

1MANAGING PEOPLE AND ORGANISATIONAL BEHAVIOUR
Q1
Introduction
According to the force field analysis, this is considered as a method to investigate the
balance of power, identifying the key planners involved in the decision-making process. This
analysis also helped to identify the change that is for the organization and the changes that are
against the organization. This analysis also helps to identify the ways for influencing which
are against the changes. In any organization the implication of change is quiet complicated,
the changes are classified into driving forces and resisting forces. The driving forces are
considered as the seeking changes and the resisting forces are those that seeking to maintain
the status quo. The goal of the driving force is to gain the equilibrium and the balance of
power. The goal of the resisting force is to control the status that is while driving forces are
seeking for change.
●Resistance 1: Performance ineffectiveness
It is the inability to perform according to the standards that are required by the
organization to implement the change process. This can be caused by the lack of time to
perform the required tasks or lack of processes to help in the effectiveness of the task. In
Fonterra to keep on with the production that is required, the employees need to utilize more
productive potential. However, there is a lack of the same as the time required for the
production is limited. Also some of the new tasks need more efficient processes to be done.
This is lacking in Fonterra with regards to the changes in food safety. The people do not have
the right processes or time to conform to the new food safety checking requirements. Fonterra
would need to implement newer processes to enhance food safety checking functions.
●Resistance 2: Lack of skills to deliver productivity

2MANAGING PEOPLE AND ORGANISATIONAL BEHAVIOUR
In line with the requirements of the food safety management at Fonterra lack of skills
can be a significant resistance. Lack of skills refer to the fact that there might not be the
required skills or training for helping the workers understand and work according to the new
standards of food safety. The cause of this resistance can be the lack of communication with
the lower levels of the employees. The finding Steve initiative in this case can be helpful.
However, the same has to be implemented in a much more rigorous way. Better training
needs to be implemented among the employees to ensure that each employee is aware of the
tasks that he/she individually needs to do. Skill enhancement techniques should be effectively
implemented.
●Resistance 3: Lack of awareness in sustainability
Lack of awareness means that there can be a significant gap between what the
management would like and what the people are aware of. Lack of awareness of
sustainability means that the people concerned do not know about sustainability functions
like food safety requirements. In Fonterra, the employees might not have a definite idea about
the requirements for food safety. This can be caused by the lack of training programs in
Fonterra in regards to the food safety standards. The other causes are lack of communication
among the various levels of the organization. This can be controlled through holistic training
provided to the employees informing them of the need for compliance with the food safety
standards. The impact of inappropriate food safety should also be communicated through
proper training.
●Resistance 4: Lack of expertise in Sustainability
Lack of expertise in sustainability is a resistance caused due to the fact that the organizational
leaders are not aware of the sustainable actions that need to be taken for change.This also
occurs when the change required are new to the suitability of the stakeholders. In this case the

3MANAGING PEOPLE AND ORGANISATIONAL BEHAVIOUR
expertise required to implement the techniques for the new food safety mechanisms can be
highly lacking in the organizational heads. At this point it becomes necessary that meetings,
presentations and specific communications are made to help all the major stakeholders and
leaders understand from scratch the new food safety requirements.
CONCLUSION
Therefore from the above discussion it can be concluded that in any organization the
implication of change is quiet complicated, the changes are classified into driving forces and
resisting forces. The driving forces are considered as the seeking changes and the resisting
forces are those that seeking to maintain the status quo. The goal of the driving force is to
gain the equilibrium and the balance of power.
Q2= PART (a)
INTRODUCTION
This part of the study describes about the principles of Peter Senge’s learning
objectives. This will also involve the importance of these methods in the business process.
This is also found out that Fonterra is not following these principles of Peter Senge’s learning
objectives.
Principle 1: Shared vision
The building up of shared visions helps the organization to develop the employment
relationships with the company. The shared vision can be developed by the interaction of the
employees present in the enterprise. For example, from the case study it is seen that Fonterra
need to make sustainability claims for developing the whey protein concentrate product. This