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Outcomes
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Define (with multiple views) what is meant by change
Define (with multiple views) what is meant by change management
Identify the different forms of change
Discuss the factors that facilitate change, especially in organisations
Discuss the effects of change within organisations
Outline the reasons for resistance to change
Describe the impact of a change intervention to an organisation and its employees
Explain how various theoretical approaches to change management can enhance the
process
• Outline the role of managers to the change management process
• Describe the challenges of change
• Outline the strategies employees can use to cope with change
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• As a process that is always challenging ( Burke (2002)
• As a essential in the modern organisation ( Szamosi & Duxbury,
2002)
• Change management can involve an entire organisation and its
actors, making it a multi-layered phenomenon ( Lathan 2014)
• A necessity for organisational survival and growth ( Belias &
Koustelios 2014)

What is change ?
• Multiple definitions of change exist in the literature
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• Changing as consisting of motion against time on a trajectory ( Ford &
Ford 1994) hence no separation from time
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Forms of change
third order change (3)
• Change that relates to the empowerment of organisational members
• Ensuring that people identify their current management philosophy and
implement change according to discrepancies or shortfalls in the current
management style
• Also known as transformational change
• Involves a massive scope of change, in which organisational goals, culture,
structure, and leadership
• These may lead and leave the organisation to an unknown future
• Resistance from employees , both management and non management , for fear
of the unknown, loss of control, disrupted habits, and mostly fear of economic
loss and benefits
• Is usually happens during company mergers, when small companies are
swallowed by big , monopoly corporations
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• Such stress emanates from the fear of the unknown and particularly
economic loss
• The right time for both management and all employees to be
exposed to and engaged in social support practices as well as family –
friendly programmes for everyone to cope with stress
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g
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Factors influencing Change
Social issues
• Consists of the factors that involve people in the neighbourhoods
communities and societies that they live and work in
• How events and activities in societies and communities not only affect the
sustainable livelihood of such communities, but how , in essence, these
events flow into organisation
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• Policies like RDP, GEAR, AsgiSA and the NGP
• The role of social factors in influencing organisational change intervention
• These resulted to the development of further policies like, affirmative
action aimed at addressing imbalances from the past in current work
context
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Factors influencing Change
Globalisation
• This is another major factor that creates change
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• It stimulates the movement of goods, services and products, as well as people and, most
importantly communication from one end of the world to another, and between all parts of the
world as never before
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• Doing so will need organisations to be relevant by hiring people from different nationalities who
speak different languages, diverse in terms of age, ethnicities, education and gender
• The diverse workforce may bring fear and nervousness to some employees as some will be laid
off
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• Employees will have to be computer literate , continually trained and updated in their digital
skills
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Factors influencing Change
Changing values and demographics
• Changes in values from generation to generation
• Todays Generation Y( born in the late 1980 and early 1990s) has a different set of values , largely
influences by technology from their predecessors
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• Younger workers have been groomed in a technologically sophisticated environment and are
willing to accept change
• Being static is boring according to them, and is a refusal to keep up to date and moving with
times
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• They need to be trained continuously or placed in jobs that do not require more sophisticated
technology, as their experience is what counts and needed
• Older employees need to be exposed to and engaged in social support practices in times of
change so that they do not feel neglected or unwanted in the change process
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Time- Based conflict (1)
• Happens when time dedicated to perform one role interferes with
the performance of other tasks
• E
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Strain based conflict (2)
• When the strain or pressure endured in performing one role inhibits doing another
function
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g working hard at work might influence home responsibilities role due to
exhaustion
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• The information should be accessible/available or uninterrupted as it can be
overwhelming to staff
• End result will be to fail to balance work life
• Changes that takes place within org
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)
Strain based conflict (2) Cont
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• Secondly is family to work conflict (which represents family matters such as
children’s wellbeings or care arrangements getting in the way of work roles

WFC is one major reasons for staff turnover with the intention to
leave
Org need totake + steps to reduce the consequences of actual
turnover which are costly

Effects of Change within organisations (Cont
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g
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• This not always a bad thing
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• Due to fear that change will affect health and wellbeing
• Fear of coping with change and the ensuing stress or even burnout
that may afflict the individual
• accompanies by stress especially if there is lack of support from
managers
• Employee may perceive their ability to cope being outweighed by the
stressor resulting from the introduced change
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Why there is resistance to change ?Cont
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• Fear of job loss or job insecurity , resulting in a negative reaction

Change Management Process
Individual

Organization

Change Management Process(Cont
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• Through such –making behaviours , individuals in organisations may
begin to embrace the change
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)
• Liked to the individual response to change is an organisation-wide
focus towards change
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• Change management as consisting of the transition and
transformation an organisation progresses through

Lewin’s Model (Kurt Lewin 1951)
• Insert figure 15
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When implementing the model

Corporate culture
Awareness of any culture of change by employees
Ensure readiness of ees to face any challenges associated with it
For it to be effective mgnt awareness & sure of what what they would
want to achieve
What exactly they want to change
Implementing change when it is not needed will result to failure
Org need to conduct both internal and external survey ( to determine the
current state of external and internal environment)
Mngt keep emphasising on the reasons for change in all phases
Communicate the bigger picture of change to ees- by those specialising on
it
There must be transparency to each every step

ADKAR

Kotter

Kotter Accelerate

ADKAR CHANGE MODEL
• This is another well known model for managing change
• This emphasises how organisational change can be achieved on an
individual levels by employing the five steps:
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Awareness
Desire
Knowledge
Ability
Reinforcement

A
D
K
A
R

Managers and Change
• Insert figure 15

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