Reference no: EM133088286

Leading Project Change

Case Study - Australian Integrated Technology Services

Objectives

• Define types of organisational change.
• Discuss various models of change.
• Describe reasons people resist change.
• Describe the purpose of change champions.
• Define and apply Handy's culture classifications.

Discussion Questions
Write your response to the question(s) provided and then discuss with others.

Question 9.1 - Cross your Arms
Cross your arms naturally without even thinking about it. Now unfold them and cross them the other way. Discuss the following questions with your classmates (Stroud, 2010):

• How did it feel when you were asked to cross your arms the other way?
• Did it come naturally?Or did you have to stop and think about it?
• Were you comfortable with doing this differently from your normal process?
• What are some things that make people resistant to change?

Question 9.2 - The Magic Wand
Imagine you can initiate any change you wish. Describe to your team (or the class) what that change would be and why? (Thibodeaux, 2014).

Question 9.3 - Force Field Analysis
The marketing division of Beacon Computing Company has gone through two re-organisations in the past two years. Initially its structure changed from a functional to a matrix from. However, the matrix structure did not satisfy some functional managers. They complained that the structure confused the authority and responsibility relationships.
In reaction to these complaints, the marketing manager revised the structure back to the functional form. This new structure-maintained market and project groups, which were managed by project leaders, with a few general staff personnel. But no functional specialists were assigned to these groups.
After the change, some problems began to surface. Project leaders complained that they could not obtain adequate assistance from functional staff. It not only took more time to obtain necessary assistance, but it also created problems in establishing stable relationships with functional staff members. Since these problems affected their services to customers, project leaders demanded a change in the organisational structure-probably again towards a matrix structure. Faced with these complaints and demands from project leaders, the vice-president is pondering another re-organisation. He has requested an outside consultant to help him in the re-organisation plan.
Refer to - Unfreezing the status quo, (see 09 lecture.ppt, or below). Working in small groups, use the Force field analysis diagram (also known as a force-field analysis diagram) to help identify the restraining (or resisting forces) and the driving forces for the organisational change.

Question 9.4 - Diagnosing Resistance to Change
Understanding why people resist change is the key to implementing new structures, procedures, methods, and technologies. Five major reasons why people resist change are given below. Typical comments associated with these reasons are listed.
Match the reasons that would normally be associated with each of the comments.
Reasons people resist change:
a. self-interest
b. misunderstanding
c. low tolerance for change
d. different assessments
e. lack of trust

Questions:
1. I don't want to take the job because my family will have to move again.
2. We've done it that way for years.
3. I still have trouble following the explanation about why we need this new complicated software.
4. Management think it's an improvement - I have a different point of view.
5. Upper management won't admit it, but this merger will cost us jobs.
6. Their explanation wasn't very clear regarding how working with them is going to help our team.
7. The last time they asked to make changes like this, our benefits ended up being reduced.
8. It appears that producing yoyos is not what our organisation should be doing in two years.
9. I just perfect using this method, and now here's another change to cope with.
10. I can't see where that job will help my career.
11. I'm not sure my manger has been candid about the likely impact of the new procedure.
12. Marketing believes we need field representatives, engineering, doesn't believe they are required and production want to control costs. Are they really necessary?

(Bartol, Martin, Tein, & Matthews, 1998, p. 785)

Reflect on your results from the above questions. Which resistance reasons appeared more prevalent than others? Why do you think this is the case? How did your results compare to others in your class?
Discuss some of the techniques for dealing with each of the reasons people resist change. Refer to Kotter and Schlensinger (2008). Refer to - Dealing with Resistance to Change, (see Week 10 Lecture Notes)

Question 9.5 - Identifying Cultural Characteristics
Deciphering an organisation's culture is a highly interpretative, subjective process that requires assessment of both current and past history. When examining culture, one cannot simply reply on what people report about their culture. The physical environment in which people work, as well as how people act and respond to different events that occur, must be examined.
Use the Organisational Culture Diagnosis Worksheet(see below) provided to diagnose the culture of an IT organisation of your choice e.g. Google, or an organisation that you have worked at. This worksheet is not exhaustive;however it will yield clues about the norms, customs and values of an organisation.
To identify cultural characteristics:
• Study the physical characteristics of an organisation
• Read about the organisation
• Observe how people interact within the organisation
• Interpret stories and folklore surrounding the organisation
Organisational Culture Diagnosis Worksheet

• Physical Characteristics
e.g. architecture, office layout decor, attire

• Public Documents
e.g. annual reports, internal newsletters, vision statements

• Behaviour
e.g. pace, language, meetings, issues discussed, decision-making style, communication patterns, rituals

Question 9.6 - Models of Change
Compare and contrast the three change models of planned change discussed in the lecture materials (see 09 lecture.ppt). Thinking about your own experiences of change management? Is there a particular model that you prefer? Why is that? Could you go and start using one of these models as the basis for a change intervention tomorrow?

Question 9.7 - Change Champions
Discuss how the characteristics of change champions in comparison to that of project leaders?

Question 9.8 -Organisational Culture
Using Handy's (1995) model of organisational culture (see Week 9 Lecture Notes), compare and contrast two information technology companies of your choice e.g. IBM and Google.

Question 9.9 -Case Study
Read case study Australian Integrated Technology Services and answer the following questions.
• What changes do you think Margaret Somers should consider and how should she go about carrying them out?
• What are the most important change models Somers should be aware of in introducing this change?
• What intervention strategies might be most applicable in this situation?