Page 349 - DMGT402_MANAGEMENT_PRACTICES_AND_ORGANIZATIONAL_BEHAVIOUR

Management Practices and Organisational Behaviour

Notes organisational arrangements (structures, processes, systems) and its informal organisation
(patterns of communications, power and influence, values and norms).
When an organisation undergoes change, its organisational components start out with one set
of characteristics, then cross over through a transitional state, to finally reach a future state
where they have a different set of characteristics.

During the transition as well as in the future state, a change in one of the organisational
components (for example, task) will call for changes in other components as shown around the
outside of Figure 16.3.
1. Resistance: The individuals in the organisation may resist changing. They may
(a) Be anxious about the change.
(b) Feel they will lose control, or

(c) Be unable to cope, or
(d) Have a vested interest in the existing state of things.
2. Control: During the transition and afterwards, this formal structure may no longer be
effective. Managers may lose the ability to monitor performance and make needed
corrections.
3. Power: Changes disrupt the existing balance of power, and especially during the transition
state cause individuals to engage in political (power-seeking) behaviour.
Awareness of these problem areas enables managers to prepare themselves to implement change
successfully.

16.9.3 A Contingency Model of Analyzing Change

Kotter and Schlesinger have proposed a contingency framework for matching methods with
situations of organisations. There proposal is shown in Table 16.2 below:
Table 16.2: Methods for Dealing with Resistance to Change

Source: John P Kotter and Leonard A Schlesinger, "Choosing Strategies for Change," Harvard Business
Review (March - April 1979) Page 111.

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