HRMT19020 Managing Organisational Change
background: Chapter 6: Resistance to Change:

To effectively manage change within the workplace, an understanding of the resistance that often occurs with change is essential. In this sense, it is important for leaders and managers to know why some staff will always resist change, what the change barriers are, and how best to facilitate and support all staff affected by the organisational change process. Therefore an understanding of all stages of change management is absolute and should be led by a person who has clear vision of the future, a long term perspective of the organisation and its potential, is prepared to challenge the status quo, has a strong and positive focus on the people, and is someone who inspires trust.

(Reference: Adapted from Cole, K 2010, Chapter 21: Introducing and Managing Change’ IN Management: theory and practice. 4th ed. Pearson Australia, NSW)

Assessment task details: 3000 words Short Academic Report
¦Students are to analyse the following case study and write a formal report (3000 words) in answer to the questions which appear at the end of the case study.

Case Study: Managing change in organisations. (Reference: adapted from Case study 21.1 A Major Change IN Kris Cole Management Theory and Practice, Pearson Australia, French’s Forest NSW. P.736)

Chan Baker (Senior Manager) has been thinking long and hard. As part of the latest workplace agreement (WPA), the organisation (True Value Food Processing) is about to introduce multiskilling for all non-salaried employees. The goal is to enhance flexibility, efficiency, and job satisfactions, as well as helping the organisation become an employee of choice’.

Section managers will be responsible for developing and implementing a training plan for all employees in their section. They are to ensure that all employees have a fair input into the process, that equal opportunity, health & safety, dignity, and welfare issues take top priority, AND that a net 3% gain in output occurs. Measures of each section’s success are to include attendance rates, labour retention rates, numbers of grievances registered, output rates, production costs, and other measures of efficiency and quality. As Chan rolls this around in his mind, he can see some obvious benefits to the employees. The greater variety of tasks and increased skills should provide more job satisfaction, and the flexibility resulting from multitasking should offer employees a greater say in how their department operates. Career opportunities should improve as well. Depending on how the multiskilling takes shape, employees will probably have the opportunity to undertake projects, and take on more responsibility and decision making processes in their jobs. Plus Chan can see plenty of benefits to the organisation as a whole, apart from those stated in the WPA. Benefits such as improved occupational health & safety, improved HR processes, improved recruitment and retention processes, more effective use of technology, to name but a few. It all sounds too good to be true!

Then Newton’s third Law springs into Chan’s mind: For every action, there is an equal and opposite reaction. Chan sits and wonders what is the downside of all this?’

Students are to critically analyse the case study and write an academic report (approx. 3000 words) aIDressed to the Course Coordinator answering the following questions:
1. What do you predict will be the major resistance points or obstacles to this workplace change? Discuss various change management strategies that Chan can apply to help avoid the obstacles whilst aIDressing all the proposed benefits as highlighted in the case.
2. It is highly likely that some resistance may come from some of the Section Managers themselves. Discuss how Chan can avoid this from occurring.
3. If you were brought in as an outside consultant how would you coach Chan to manage this important organisational initiative? Outline the steps you would recommend he follow and why.