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