Essays on Organizational Change Management Case Study

Download full paperFile format: .doc, available for editing

The paper "Organizational Change Management" Is a wonderful example of a Management Case Study. Organizational change is an important process for organizational improvement. However, change in most cases creates anxiety which may lead to resistance to change. Change can be visualized and organized change requires an approach that will take into account various factors, so that its value may be achieved (Harvey, 2002), through incremental learning as efficient change process depends on preparation, facilitating mechanisms and processes of monitoring and evaluation with the change plan (Lakomski, 2001; Harvey, 2002).

Resistance result from personality, differences in situation analysis, role strains or lack of comprehensive communication and information for change (Robbins et al. , 2008) From analyzing the integrated case study, the major changes identified by me are: Firstly Melinda Henderson and Deborah Walcott’ s working relationship deteriorated after David Gunsberg (executive manager) announced that Melinda Henderson is to be in charge of five staff members (including Deborah) at HIA Brisbane because Melinda is to be promoted as the executive support manager. Secondly, the major issue is management change brought about by David Gunsberg.

The third issue that is very evident in the case study is to change stress.   Proposed solutions are: Firstly, change is a process that should take into account the personnel and their response to change, and thus it should be preceded by concrete efforts to prepare, facilitate and maintain change before, during, and after a change is introduced (Dahl, 2011). Secondly, hostility should be addressed by involvement, communication, education, agreement, and implicit coercion to people who may resist (Crabtree & Space, 2004). Thirdly, change stress is dealt with through coaching, counseling, and mentoring (Harvey, 2002). Introduction From the case study written by Tee & Ashkanasy (2011), the authors stated that Housing Industry Association (HIA) was founded in 1965, and is the largest Australian residential building organization, with offices in every capital city in Australia.

In Brisbane, there were major changes taking place in relation to management reporting levels. Plus the executive director, David Gunsberg promoted his secretary to executive support manager and was put in charge of five staff members. Deborah, the office manager felt threatened by the change management since she was used to coming work late, take two hours lunch break as well as leaving earlier giving some excuses that she has to pick her kids.   It becomes clear that the newly elected executive support manager will be supervising Deborah that brought about some element of threat to Deborah because she has to take directions from Melinda and may not be allowed to carry-on her previous habits at work like coming in late and leaving early.   Despite the discussion that took place between Melinda and Deborah, their relationship deteriorated to an extent that Deborah is not able to tolerate Melinda’ s new role.

The conflict between Deborah and Melinda continued on and Deborah requested a transfer to another section so that she is not reporting directly to Melinda.   Integrated Case Analysis: Q1: Why Deborah reacted negatively towards Melinda. Her reactions were not justified Deborah reacted negatively towards Melinda because she felt threatened of losing her accustomed lifestyle of 15 years in the workplace. She was concerned that Melinda’ s promotion would result in more and different work, longer working hours, and no flexibility in her working arrangements, hence the resistance. Workplace indifferences among employees are detrimental in the sense that they conversely cause social isolation (Robbins et al. , 2008) rumors, attacking a person’ s private life and personal attributes, excessive criticism, withholding job responsibility, and verbal aggression (Crabtree & Space 2004).

Indeed, Deborah keeps distance and badmouthed Melanie as well as inciting and isolating from anyone who never agreed with her point of view (Tee & Ashkanasy, 2011). Deborah felt threatened by Melanie’ s new position resulting in a negative and unethical behavior in the workplace. Dahl (2011), points out that many conflicts and indifferences arise in an organization due to the fact that certain people resist change.

Precisely, Deborah behaved in this manner to resist change in the organization. Resistance to change in an organization means strongly opposing the change. Various theories and models have been developed in a bid to explain and solve the issue of resistance to change.

References

:

Armenakis, A. A., Harris, S. G., & Mossholder, K. W. (1993). Creating readiness for organizational change. Human relations, 46(6), 681-703.

Australia Psychology Society. (2012). Managing Stress. Melbourne: Australian Psychology Society Ltd.

Bond, F. W., & Bunce, D. (2000). Mediators of change in emotion-focused and problem-focused worksite stress management interventions. Journal of Occupational Health Psychology, 5(1), 156-163.

Chen, N. Y. F., &Tjosvold, D. (2007). Guanxi and leader member relationships between American managers and Chinese employees: Open-minded dialogue as mediator. Asia Pacific Journal of Management, 24(2), 171-189.

Child, J. (1994). Organization: A guide to problems and practice. SAGE Publications Limited.

Cockburn, A., & Highsmith, J. (2001). Agile software development, the people factor. Computer, 34(11), 131-133.

Crabtree, S., & Space, I. (2004). Getting personal in the workplace. MANAGEMENT, 888, 274-5447.

Dahl, M. S. (2011).Organizational change and employee stress.Management Science, 57(2), 240-256.

Farler, L., Gar, C, S. (2012). Workplace Stress in Libraries. New Information Perspectives, 229.

Grawitch, M. J., Trares, S., & Kohler, J. M. (2007). Healthy workplace practices and employee outcomes. International Journal of Stress Management, 14(3), 275.

Harvey, T. R. (2002).Checklist for Change: A Pragmatic Approach for Creating and Controlling Change. Rowman& Littlefield.

Invernizzi, M., Romenti, S. (2009). Identity, Communication and Change Management in Ferrari. Corporate Communications, 484.

Kaptein, M. (2008). Developing a measure of unethical behavior in the workplace: A stakeholder perspective. Journal of Management, 34(5), 978-1008.

Lakomski, G. (2001). Organizational change, leadership and learning: culture as cognitive process. International Journal of Educational Management, 15(2), 68-77.

Leung, K., Koch, P. T., & Lu, L. (2002). A dualistic model of harmony and its implications for conflict management in Asia. Asia Pacific Journal of Management, 19(2-3), 201-220.

Management Study Guide. (2013, May Saturnday). Management Study Guide. Retrieved from http://www.managementstudyguide.com/importance-of-organization-culture.htm

Rhydderch, M., Elwyn, G., Marshall, M., & Grol, R. P. T. M. (2004). Organisational change theory and the use of indicators in general practice. Quality and safety in health Care, 13(3), 213-217.

Robbins, S. P., Judge, T. A., Millett, B., & Waters-Marsh, T. (2008). Organisationalbehaviour. (Sixth edition).Frenchs Forest NSW: Pearson Education Australia.

Rumbles, S., Rees, G. (2012). Continous Change, Organizational Burnout and the Implications for HRD. HRD Professional,

Schein, E. H. (2006). Organizational culture and leadership (Vol. 356). Jossey-bass.

Stanley, D. J., Meyer, J. P., &Topolnytsky, L. (2005). Employee cynicism and resistance to organizational change.Journal of Business and Psychology

Van Tonder, C. L. (2004). Organisational change: Theory and practice. Van Schaik.

Website reference:

http://www.mindtools.com/pages/article/newPPM_56.htm

Download full paperFile format: .doc, available for editing
Contact Us