Group 6:

Alexander Prima Utomo – 202060279

Raja Muda Singabutar Sihombing – 202060280

Change
No company today is in a particularly stable environment. Even those with a dominant market
share must change, sometimes radically. For example, the market for smartphones has been
especially volatile.
Almost every organization must adjust to a multicultural environment, demographic changes,
immigration, and outsourcing. Technology is continually changing jobs and organizations. It is
not difficult to imagine the idea of an office becoming an antiquated concept in the near future.
Economic shocks also have a significant impact on organizations.
Competition is changing. Competitors are as likely to be across the ocean as across town.
Successful organizations are fast on their feet, capable of developing new products rapidly and
getting them to market quickly. In other words, they are flexible and require an equally flexible
and responsive workforce.
Social trends don’t remain static either. Organizations must therefore adjust product and
marketing strategies continually to be sensitive to changing social trends, as Instagram did when
it debuted “Instagram Stories.” Consumers, employees, ando rganizational leaders are also
increasingly sensitive to environmental concerns. Green practices are quickly becoming expected
rather than optional. Not even globalization’s strongest proponents could have imagined the
change in worldpolitics in recent years.
Planned change
What are the goals of planned change? First, it seeks to improve the ability of the organization to
adapt to changes in its environment. Second, it seeks to change employee behavior. Who in
organizations is responsible for managing change activities? The answer ischange agents. They
see a future for the organization others have not identified, and they are able to motivate, invent,
and implement this vision. Change agents can be managers or nonmanagers, current or new
employees, or outside consultants. Some change agents look to transform old industries to meet
new capabilities and demands.
Resistance to Change
Employees who feel negatively toward a change cope by not thinking about it, increasing their
use of sick time, or quitting. All these reactions can sap the organization of vital energy when it
is most needed. Resistance to change doesn’t come only from lower levels of the organization. In
many cases, higher-level managers resist changes proposed by subordinates, especially if these
leaders are focused on immediate performance. Conversely, when leaders are more focused on
mastery and exploration, they are more willing to hear and adopt subordinates’ suggestions for
change.
Resistance to change can be positive if it leads to open discussion and debate. These responses
are usually preferable to apathy or silence and can indicate that members of the organization are
engaged in the process, providing change agents an opportunity to explainthe change effort.
Resistance doesn’t necessarily surface in standardized ways. It can be overt, implicit, immediate,
or deferred. It’s easiest for management to deal with overt and immediate resistance such as
complaints, a work slowdown, or a strike threat. The greater challenge is managing resistance
that is implicit or deferred because these responses are more subtle and more difficult to
recognize for what they are.
Overcoming Resistance to Change
Eight tactics can help change agents deal with resistance to change:
 Communication
 Participation
 Building Support and Commitment
 Develop Positive Relationships
 Implementing Changes Fairly
 Manipulation and Cooptation
 Selecting People Who Accept Change
 Coercion
The Politics of Change
Politics suggests the impetus for change is more likely to come from outside change agents,
employees new to the organization, or managers slightly removed from the main power
structure. Managers who have spent a long time with an organization and who have achieved a
senior position in the hierarchy are often major impediments to change. For them, change can be
a very real threat to their status and position. Yet they may be expected to implement changes to
demonstrate they’re not merely caretakers. By acting as change agents, they can convey to
stockholders, suppliers, employees, and customers that they are addressing problems and
adapting to a dynamic environment. Of course, as you might guess, when forced to introduce
change, these longtime power holders tend to implement incremental changes. Radical change is
often considered too threatening.
Approaches to Managing Organizational Change
Several approaches to managing change: Lewin’s classic three-step model of the change process,
Kotter’s eight-step plan, action research, and organizational development.
Lewin’s Three-Step Model of the Change Process
Kurt Lewin argued that successful change in organizations should follow three steps: unfreezing
the status quo, movement to a desired end state, and refreezing the new change to make it
permanent. By definition, status quo is an equilibrium state. To move from equilibrium nfreezing
must happen inone of three ways. For one, the driving forces, which direct behavior away from
the status quo, can be increased. For another, the restraining forces, which hinder movement
away from equilibrium, can be decreased. A third alternative is to combine the first two
approaches.

Kotter’s Eight-Step Plan

Kotter began by listing common mistakes managers make when trying to initiate change. They
may fail to create a sense of urgency about the need for change, a coalition for managing the
change process, and a vision for change, and they may fail to communicate effectively about it
and/or to anchor the changes into the organization’s culture. They also may fail to remove
obstacles that could impede the vision’s achievement and/or provide short-term and achievable
goals. Finally, they may declare victory too soon.
Action Research
Action research is a change process based on the systematic collection of data and selection of a
change action based on what the analyzed data indicate. Its value is in providing a scientific
methodology for managing planned change. Action research consists of five steps: diagnosis,
analysis, feedback, action, and evaluation.
Organizational Development
Organizational development (OD) is a collection of change methods that try to improve
organizational effectiveness and employee well-being. OD methods value human and
organizational growth, collaborative and participative processes, and a spirit of inquiry.
Six OD techniques are:
 Sensitivity Training
Training that seeks to change behavior through unstructured group interaction.
 Survey Feedback
The use of questionnaires to identify discrepancies among member perceptions;
discussion follows, and remedies are suggested.
 Process Consultation
A meeting in which a consultant assists a client in understanding process events with
which he or she must deal and identifying processes that need improvement.
 Team Building
High interaction among team members to increase trust and openness.
 Intergroup Development
Organizational development (OD) efforts to change the attitudes, stereotypes, and
perceptions that groups have of each other.
 Appreciative Inquiry
An approach that seeks to identify the unique qualities and special strengths of an
organization, which can then be built on to improve performance.
Creating a Culture for Change
Managing Paradox
In a paradox situation, we are required to balance tensions across various courses of action.
There is a constant process of finding a balancing point, a dynamic equilibrium, among shifting
priorities over time. The idea of paradox sounds abstract, but more specific concepts have begun
to emerge from a growing body of research. Several key paradoxes have been identified such as
Learning, Organizing, Performing, and Belonging.
Managers can learn a few lessons from paradox theory, which states that the key paradox in
management is that there is no final optimal status for an organization.
Stimulating a Culture of Innovation
Innovation, a specialized kind of change, is applied to initiating or improving a product, process,
orservice, in other words, a better solution. So, all innovations imply change, but not all changes
introduce new ideas or lead to significant improvements.
Structural variables are one potential source of innovation. A comprehensive review of the
structure innovation relationship leads to the following conclusions:
 Organic structures positively influence innovation.
 Innovation-contingent rewards positively influence innovation.
 Innovation is nurtured when there are slack resources.
 Interunit communication is high in innovative organizations.
Within the human resources category, innovative organizations actively promotet he training and
development of their members so they keep current, offer high job security so employees don’t
fear getting fired for making mistakes, and encourage individuals to become champions of
change.
Once a new idea has been developed, idea champions actively and enthusiastically promote it,
build support, overcome resistance, and ensure it is implemented. Champions often have similar
personality characteristics: extremely high self-confidence, persistence, energy, and a tendency
to take risks. They usually display traits associated with transformational leadership they inspire
and energize others with their vision of an innovation’s potential and their strong personal
conviction about their mission.
Creating a Learning Organization
A learning organization has developed the continuous capacity to adapt and change. The
Dimensions of the Learning Organization Questionnaire (DLOQ) has been adopted and adapted
internationally to assess the degree of commitment to learning organization principles.
What can managers do to make their firms learning organizations? Here are some suggestions:
 Establish a strategy.
 Redesign the organization’s structure.
 Reshape the organization’s culture.
Stress at Work
Stress is a dynamic condition in which an individual is confronted with an opportunity, demand,
or resource related to what the individual desires and for which the outcome is perceived to be
both uncertain and important.
Researchers have argued that challenge stressors, or stressors associated with workload, pressure
to complete tasks, and time urgency operate quite differently from hindrance stressors, or
stressors that keep you from reaching your goals. Hindrance stressors lead to increased levels of
strain. Challenge stressors lead to more motivation, engagement, and performance than
hindrance stressors.
More typically, stress is associated with demands and resources. Demands are responsibilities,
pressures, obligations, and uncertainties that individuals face in the workplace. Resources are
factors within an individual’s control that he or shecan use to resolve the demands. By allostasis,
we work to find stability by changing our behaviors and attitudes. It all depends on the allostatic
load, or the cumulative effect of stressors on us given the resources we draw upon.
Potential Sources of Stress at Work
What causes stress?
 Environmental Factors
 Organizational Factors
 Personal Factors
 Stressors Are Additive
Individual Differences
Some people thrive on stressful situations, while others are overwhelmed by them. What
differentiates people in terms of their ability to handle stress? At least fourare relevant—
perception, job experience, social support, and personality traits.
Cultural Differences
esearch suggests that the job conditions that cause stress show some difference sacross cultures.
One study revealed that, whereas U.S. employees were stressed by a lack of control, Chinese
employees were stressed by job evaluations and lack of training.
Consequences of Stress at Work
Stress shows itself in a number of ways, such as high blood pressure, ulcers, irritability,
difficulty making routine decisions, changes in appetite, accident proneness, and the like. These
symptoms fit under three general categories: physiological, psychological, and behavioral
symptoms.
Most early concern with stress was directed at physiological symptoms because most researchers
were specialists in the health and medical sciences. Their work led to the conclusion that stress
could create changes in metabolism, increase heart and breathing rates and blood pressure, bring
on headaches, and induce heart attacks.
Job dissatisfaction is an obvious cause of stress. But stress shows itself in other psychological
states for instance, tension, anxiety, irritability, boredom, and procrastination. One study that
tracked physiological responses of employees over time found that stress due to high workloads
was related to lower emotional well-being.
Research on behavior and stress has been conducted across several countries and over time, and
the relationships appear relatively consistent. Behavior-related stress symptoms include
reductions in productivity; increases in absences, safety incidents, and turnover; changes in
eating habits; increased smoking or consumption of alcohol; rapid speech; fidgeting; and sleep
disorders.
Managing Stress
Individual Approaches
An employee can and should take personal responsibility for reducing stress levels. Individual
strategies that have proven effective include time management techniques, physical exercise,
relaxation techniques, and social support networks.
Organizational Approaches
Several organizational factors that cause stress particularly task and role demand can
becontrolled by management. Strategies to consider include improved employee selection and
job placement, training, goal setting, redesign of jobs, increased organizational communication,
employee involvement, employee sabbaticals, and corporate wellness programs.
Questions:
How do you think organizations can train their employees to be less resistant to change? Why do
you think newcomer are more willing to change than long time employee/manager?