presenter : abstract in this topic, leadership and change in organization is one of most important...
TRANSCRIPT
UHS 3052LEADERSHIP AND CHANGE IN
ORGANIZATION
PRESENTER :
• NIK NORSYAMILA BINTI SHABAN• CHONG YEN KHUN• CHU HUI PING• BASREE MANAH• NUR IZNI BT MOHAMAD• MUHAMMAD RAFFANJANI BIN
RAHIM
ABSTRACT
• In this topic, leadership and change in organization is one of most important in organization.
• It is much more difficult to change culture in organization and to take responsibility. There are many different reasons for accepting and resistance of change and the change process can described as having different stages such as unfreezing, changing and refreezing.
• Besides that there are many ways to influence culture of an organization. In addition, the top management of the company must develop a clear vision to get a better future in organization.
REFERENCES• Michael McGinnis. Changing the past, from
http://www.yukonweb.com/community/spiritual/articles/changing_the_past.html.
• Edgar H Schein. Organizational Culture and Leadership, October 1997, from www.tnellen.com.
• Hermanto Rohman. Perkembangan Organisasi melalui Diagnosis Budaya Organisasi, 28 November 2010, from http://www.facebook.com/notes/public-administration-community/pengembangan-organisasi-melalui-diagnosis-budaya-organisasi/471795683443
• The Change Forum , Learning to lead change, from http://www.changeforum.com/Change%20leadership.htm.
LEADING CHANGE
Difficult responsibilities
to leader
Need effective and creative leaderships
Responsible of top
management + subordinate
REASONS ACCEPTING CHANGE
TYPES OF LEADER POWER THAT ARE USED TO INFLUENCE
THE PERSON TO ACCEPT CHANGE
TYPES OF INFLUENCE PROCESSES
THAT LEADERS
USE.
RESISTANCE IN CHANGE
Lack Of Trust
EconomicThreats
Belief That The Change Is Not Feasible
Belief That Change Is
Not Necessary
Continue…. Relative high cost
Fear of personal failure
– Loss of status and power
Threat of values and ideals
– Resentment of interference
• Change process is a typical pattern of events that occur from the beginning of a change to the end
• Lewin’s (1951) develop force-field model that change process divided into 3 phase:
STAGES IN THE CHANGE PROCESS
Unfreezing changing refreezing
Unfreezing– people starting realize that the old way of is not suitable and this occur because of an obvious or result from an effort to describe threats or opportunity.
Changing- people look new ways of doing things and select a promising approach.
Refreezing- new approach is implemented and established.
Changes achieved by two types of action
Increase driving forces toward
changes
Reduce restraining forces that create
resistance to change
STAGES IN REACTION TO CHANGE
4 stages:
1. Denial –the change will be necessary
2. Anger – look for somebody to blame
3. Mourning – stop denying, acknowledge what have been lost and mourn it
4. Adaption – accept the need to change and go on with one life’s
PRIOR EXPERIENCE AND REACTION TO CHANGE
Depend on personal confidence about coping with change successfully
This affected by prior experience with change and traits
One hypotheses made by Jick 1993 is that experiencing traumatic change will “inoculate” people and leave them better prepare to change.
Prior experiences is where human memory have some memory about the similar incident had happen in past and has a conscious mind to analyze and interpret them. And thus human learn to analyze is changes is good or bad for currant environment or situation.
Besides past happen because someone has really experiences it.
And thus the human reaction to change is depend on their past experiences.
Types of Organizational
Change
Attitude-centered
ApproachRole-centered
Approach
Technology
Strategy-centered
Approach
Economic Approach
Organizational Approach
Generic Change Programs
Attitude-centered Approach Changing attitude, values with
persuasive appeals, training programs, team-building activities, culture change program Assumption : new attitudes and skills Converts change agents themselves, transmit vision
Role-centered ApproachChanging work roles by reorganizing
the workflow, redesigning jobsAssumption : work roles require act
in different way, change attitudes to be consistent with new behavior
New role
requirements
Reinforced (evaluation &
reward system)
Effective Behavior
Technology
Fail to achieve desired benefits, because without consistent changes in work roles, attitudes, skills
Implementing new
information
Decision support systems
Improve Performance
Strategy-centered ApproachCompetitive strategy that introduction
of new products or service, entering new markets, new forms of marketing, modifying relationship with suppliers
Success = consistent changes in people, work
roles, organization structure, technology
Generic Change
ProgramsDownsizing
Delayering
Reorganization
Total Quality
Management
Reengineering
Self-managed
Teams
Outsourcing
Partnering
System Models
Actions offer quick relief may make things worse in long run; best solution may offer no immediate benefits.
A change in one part of a system often elicits reactions from other parts to maintain system equilibrium.
Complex
Relationshi
p
Cyclical
Causality
Improve
Organizational Diagnosis
INFLUENCING ORGANIZATION CULTURE
Change in organization culture as top management direct influence the motivation and behavior of organization members.
NATURE OF ORGANIZATION CULTURE
Culture of group or organization learning to responses problem of survival in the external environment and internal integration.
WAY TO INFLUENCE CULTURE
• Leadership behavior : communication• Program and system : orientation, training• Criteria for reward and personal decision• Design organization structure and facility• Cultural forum: symbolize
CULTURE AND GROWTH IN ORGANIZATION
New organization has strong influence on its culture.
• “ culture influences leaders more than leaders influence culture.”
Creating culture in new organization is not easy process to growth. It may involve considerable conflict.
Important element
Set of beliefs about distinctive competence of the organization that differentiates it from other
organization.
7 characteristic of value system that can be done by employees in the organization that can differentiate with other company (Robbins, 2003: 525) :
• Innovation and risk taking• Attention to detail• Outcome orientation• People orientation• Team orientation• Aggressiveness• Stability
DEVELOPING A VISION
• People needs to have a vision for better future in organization.
• Vision can provides: - a sense of continuity for followers. - hope for a better future and the faith that it will be
attained someday. • A clear vision helps to guide and coordinate the decisions
and actions of people working in widely dispersed locations.
CharacteristicS of Vision
Simple and idealistic (not complex plan)
Values, hopes, and ideals organization members
Ideological objectives rather than immediate
tangible benefits.
Challenging and realistic
Address basic assumption
Focused enough to guide decisions and actions
Simple enough to communicate clearly in 5
minutes or less
ELEMENTS OF VISION
♫ Mission statement – the purpose in terms of the types of activities to be performed for customer
♫ Value statement – key values or ideological themes
♫ Slogans – to summarize and communicate values in simple terms
♫ Strategic objectives – tangible outcomes or result to be achieved, sometimes by a specific deadline
♫ Project objectives – terms of the successful completion of a complex activity
THANK YOU