Análisis Funcional

Mullins (2000) observes that one of the most important factors in the successful implementation

of organisational change is the style of managerial behaviour. In certain situations, and with certain members of staff, It may be necessary for management to

make use of hierarchical authority and to attempt to impose change through a coercive, autocratic style of behaviour. Some members may actually prefer, and respond better, to a directed and controlled style of management.

In most cases, however, the introduction of .change is more likely to be effective with a participative style of managerial behaviour. If staff are kept fully informed of proposals, are encouraged to adopt a positive attitude and have personal involvement in the implementation of

the change, there is a greater likelihood of their acceptance of the change.

According to Hersey (1988), with the participative change cycle, a significant advantage is that once the change is accepted it tends to be long lasting. Since everyone has been

involved in the development of the change, each person tends to be more highly committed to its

implementation. The disadvantage of participative change is that it tends to be slow and evolutionary; it may take years to implement a significant change. An advantage of directive

change, on the other hand, is speed. Using position power, leaders can often impose change

immediately. A disadvantage of this change strategy is that it tends to be volatile. It can be

maintained only as long as the leader has position power to make it stick. It often results in

animosity, hostility, and, in some cases, overt and covert behavior to undermine and overthrow.

3.6 MINIMIZING PROBLEMS OF CHANGE

According to Mullins (2000), activities managed on the basis of technical efficiency alone are

unlikely to lead to optimum improvement in organisational performance. A major source of resistance to change arises from the need of organisations to adapt to new technological developments.

The following principles on how to minimise the problems of change are applicable to management of change arising from other factors.

i) An important priority is to create an environment of trust and shared commitment, and to involve staff in decisions and actions which affect them.

There is a considerable body of research and experience which demonstrates clearly the positive

advantages to be gained from participation. Government is desireous of participation which implores all companies to revise annually the steps taken to introduce, maintain or develop arrangements of employee consultation and involvement, information sharing, employee share schemes and related matters. It is important to remember, however, that the implications of information technology will need to be faced even by small organisations.

ii) There should be full and genuine participation of all staff concerned as early as possible, preferably well before the actual introduction of new equipment or systems.

Information about proposed change, its implications and potential benefits should be communicated clearly to all interested parties. Staff should be actively encouraged to contribute their own ideas, suggestions and experiences, and to voice openly their worries

or concerns. Managers should discuss problems directly with staff and handle any foreseen

difficulties in working practices or relationships by attempting to find solutions agreed with them. The use of working parties, liaison committees, steering groups and

joint consultation may assist discussion and participation, and help to maintain the momentum of the change process.

iii) Team management, a co-operative spirit among staff and unions and a genuine feeling of shared involvement will help create a greater willingness to accept change.

A participative style of managerial behaviour which encourages supportive relationships between superiors and subordinates, and group methods of organisation, decision-making and supervision, are more likely to lead to a sustained improvement in work performance.

A system of Management by Objectives (MBO) may allow staff to accept greater responsibility and to make a higher level of personal contribution. Participation is inherent if MBO is to work well, and there is an assumption that most people will direct and control themselves willingly if they share in the setting of their objectives.

iv) As part of the pre-planning for new technology there should be a carefully designed 'personnel management action programme'.

The development of information technology together with the growth of service organisations may, in the longer term, lead to the creation of new jobs. However, it must be recognised that the

extra efficiency of new technology and automation can result in the more immediate consequence of job losses. The action programme should be directed to a review of: recruitment

and selection; natural wastage of staff; potential for training, retraining and the development of

new skills; and other strategies to reduce the possible level of redundancies or other harmful effects on staff.

Where appropriate, arrangements for a shorter working week, and redeployment of staff with full financial support, should be developed in full consultation with those concerned. If job losses are totally unavoidable, there should be a fair and equitable redundancy scheme and provision for early retirement with protected pension rights. Every possible financial and other support should be given in assisting staff to find suitable alternative employment.

v) The introduction of incentive payment schemes may help-in motivating staff by an equitable allocation of savings which results in new technology and more efficient methods

of work.

Incentive schemes may be on an individual basis, with bonuses payable to each member of staff according to effort and performance; or on a group basis, where bonus is paid to staff in relation to the performance of the group as a whole. An alternative system is measured day work' Staff

receive a regular, guaranteed rate of pay in return for an agreed quantity and quality of work based on the capabilities of new equipment and systems.

Management may also be able to negotiate a productivity bargain with unions. By accepting changes in work methods and practices, staff share in the economic benefits gained from the

improved efficiency of information technology and automated systems.

4.0 CONCLUSION

We have discussed in this study unit that organisational change can be initiated deliberately by managers. Such organizational changes can be imposed by specific changes in policy or

procedures, or it can arise through external pressures. Change can affect all aspects of the operation and functioning of the organisation. In the process of change, there is bound to be some resistance from the organizational members. It is important, therefore, for management to adopt a clearly defined strategy for the initiation of change because the successful management

of change is an increasingly important managerial responsibility.

5.0 SUMMARY

This study unit has been used to discuss:

 the nature of organizational change

 approaches to planned organizational change

 various forces that shape organizational change

 resistance to change in organization

6.0 TUTOR-MARKED ASSIGNMENT

What are the various ways through which problems of change can be minimized?

7.0 REFERENCES/ FURTHER READING

Burns, B. (1992). Managing Change: A Strategic Approach to Organizational Development and Renewal, London: Pitman.

Elliot, R.D. (1990). ‗The Challenge of Managing Change‘, Personnel Journal, vol. 69, no 3, March.

French, W.L. and Bell, C.H. (1995). Organizational Development Behavioural Science

Interventions for Organization Improvement, Fifth Edition, New Jersey: Prentice-Hall.