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MANAGING CHANGE (MGMT3002) Case study:- “Easy as ABC Home Care” Topic-5 (Organization Development and Action Research)

Karthik Hari Gunaseelan (19339337) Wiprilia Wong (19876782) Krishnan Babu Krishna (19065315)

ISSUES FACED BY (ABC HOME CARE) (krishna)

● The management recruiting employees and not experienced.. ● There is no proper planning strategy been applied for this home care. ● Doesn’t have a better approach with the clients . ● Looking onto this there are coming companies based on home care (Case Study 2020).

RECOMMENDATION

ORGANISATION DEVELOPMENT STRENGTH ●

Their strength is that they take care of the specialised needs of the enderly.

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The have staff who are equipped with skills enough to tend to the needs of the elderly (Case Study 2020).

(Krishna)

THE ASPECT OF ACTION RESEARCH AND SUPPORTED WITH PLANNED CHANGE (Lewin) ●

will have supportive aspect for “ABC home

WEAKNESS ●

Organisation development of performance standards of employees has bad impact.

care”. ●

Planning change will have strong way in change of action.

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Management staff has an ideology that this is not for training the new employee.

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While handling their clients they don’t have ideology planning (Case Study 2020). .

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Research, action and evaluation (Burnes 2004)

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Evaluation has a better knowledge aspect in future.

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Create a team to handle the issue between clients and employees

OD and its action with psychological perspective (Karthik) Planned change model: ●

Resistance to change- managing and helping.

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Action research- collaborate, knowledge and social.

AR (warner BURKE ) - diagnosis, planning change and intervention (Siegal et al. 1996).

Kanter: Planned change ● ● ●

Analyse the organisation and its need for change.

Develop enabling structures.

Communicate, involve people and be honest (Todnem 2005).

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Reinforce and institutionalise change.

Kurt Lewin: Planned change ●

Unfreezing, moving change, refreezing (Burnes 2004).

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Research, action and evaluation (effecting change)

OD and its action with planned change type (Karthik) Planned change and N-step process: Models of change: ● ● ● ●

Substantial collaboration Social character Humanistic values Performance orientation

Kotter: Planned change ● ●

Conventional change management process.

Communicating vision, strategy and implement change (Appelbaum et al. 2012).

Evolutionary and Revolutionary change: ● ● ● ●

Emphasises the process & character of the change.

Small incremental changes over time.

Adaptive change process.

Dramatic intense forms of change.

Incremental and deep change: ● ● ● ●

Those involved feel they are in control.

Involves taking risks.

Requires new ways of thinking and behaving.

Implies surrendering control.

INTERVENTIO N STRATEGY Planned change model (Karthik)

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Action is the most important part. Analyse and find something that is most suitable for the organisation.

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This is the ‘Moving’ part of the Lewin’s theory.

Create and remove fear (Kotter, Schlesinger and L.A 2008)).

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Resistance - and then remove resistance to change

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Give guidance and direction

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The role of the leaders and managers come into play

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Individual performance is in line with the broad change

OD and Strategic

● What are strategic? (Bamford and Forrester 2003)

● Part of the unfreezing step of Lewin’s model ● Can be seen as planned change

Personal change and resistance

● What is personal change and resistance? (watson 1971) ● Why employees resist change?

● Lewin’s planned change type: -unfreezing :discarding -moving :adaptation -refreezing :internalisation

Culture ● The refreezing step of lewin’s model ● Using Wilson’s culture perspective : -integration perspective

Conclusion (Karthi)

In-order to make the case study organization better:

REFERENCE: ●

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Bamford, David R. and Paul L. Forrester. 2003. "Managing Planned and Emergent Change within an Operations Management Environment." International Journal of Operations & Production Management 23 (5): 546. doi:10.1108/01443570310471857

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Case Study (2020), “Easy as ABC Home Care”, MGMT3002, Managing Change.

Kotter, L.P. & Schlesinger, L.A. (July-August 2008). Choosing strategies for change.

Harvard Business Review, 130-139 Siegal, Wes, Allan H. Church, Miriam Javitch, Janine Waclawski, Steffani Burd, Michael Bazigos, Ta‐Fu Yang, Kate Anderson‐Rudolph, and W. Warner Burke.

"Understanding the management of change." Journal of Organizational Change Management (1996).

Todnem By, Rune. "Organisational change management: A critical review." Journal of change management 5, no. 4 (2005): 369-380.

Planned change of Kurt Lewin successful change

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AR -Research, action and evaluation

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Group Dynamics

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Field Theory

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3 Step model and N-step

OD Dilemmas: ●

Expertise organizational development

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Value organizational development

Appelbaum, Steven H., Sally Habashy, Jean‐Luc Malo, and Hisham Shafiq. "Back to the future: revisiting Kotter's 1996 change model." Journal of Management Development (2012).

Burnes, Bernard. "Kurt Lewin and the planned approach to change: a re‐appraisal."

Journal of Management studies 41, no. 6 (2004): 977-1002.

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Watson, Goodwin. 1971. "Resistance to Change: RESISTANCE IN PERSONALITY HOMEOSTASIS HABIT PRIMACY SELECTIVE PERCEPTION AND RETENTION DEPENDENCE ILLUSION OF IMPOTENCE SUPEREGO SELF-DISTRUST INSECURITY AND REGRESSION DEPRIVED OR ANXIOUS OTHER PERSONALITY FACTORS RESISTANCE TO CHANGE IN SOCIAL SYSTEMS CONFORMITY TO NORMS SYSTEMIC AND CULTURAL COHERENCE THE SACROSANCT REJECTION OF "OUTSIDERS" HIERARCHY AFFLUENCE AND LEEWAY RESTRICTED COMMUNICATION NATURE OF THE INNOVATION REDUCING RESISTANCE: A SUMMARY (A) Who Brings the Change? (B) what Kind of Change? (C) Procedures in Instituting Change (D) Climate for Change REFERENCES." The American Behavioral Scientist (Pre-1986) 14 (5) (May): 745. https://search-proquestcom.dbgw.lis.curtin.edu.au/docview/194677896?accountid=10382.