Matakuliah
Tahun
Versi
: MPG09344-010 / Leadership and Organisation
: 2005
: versi/revisi 0
Pertemuan 20
Leading Change in Organisation
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Learning Outcomes
After studying these chapters students should be able to:
• Understand the different reasons for resisting change.
• Understand the different types of organisational change.
• Understand the psychological processes involved in making major
changes in an organisation.
• Understand the different ways that leaders can influence the culture
of an organisation.
• Understand the characteristics of an effective vision.
• Understand how to develop an appealing vision for the organisation.
• Understand the characteristics of a learning organization.
• Understand how to increase learning and innovation in
organisations.
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Outline Materi
Leading Change in Organisation
• Change Processes
• Different types of Organisational Change
• Influencing Organisational Culture
• Developing a Vision
• Implementing a Change
• Increasing Innovation and Learning
• Summary
• Review and Discussion Questions
• Cases
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Leading Change in Organisation
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Different types of organizational change
• Change attitudes or
roles?
• Technology
• Competitive strategy
• Importance of
diagnosis
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Influencing Organizational Culture
• Nature of organizational culture
• Primary ways to influence culture
– Attention
– Reaction to crisis
– Role modeling
– Allocation of rewards
– Criteria for selection and dismissal
• Secondary ways to influence culture
– Design of systems and procedures
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– Design of organization structure
– Design of facilities
– Stories, legends, and myths
– Formal statements
• Cultural forms
• Culture and growth stages of organization
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Developing a Vision
• Desirable characteristics for a vision
• Elements of a vision
• Procedures for developing a vision
– Involve key stakeholders
– Identify strategic objectives with wide appeal
– Identify elements in the old ideology
– Link the vision to core competencies
– Continually asses and refine the vision
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Implementing change
• Political or organizational actions
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Determine who can oppose or facilitate change
Build a broad coalition to support the change
Fill key positions with competent change agents
Use task forces to guide implementation
Make dramatic, symbolic changes that affect the work
If necessary, begin on a small scale
Change relevant aspects of the organization structure
Monitor the progress of change
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• Guidelines for people-oriented actions
– Create a sense of urgency about the need for
change
– Prepare to adjust to change
– Help people deal with the pain of change
– Provide opportunities for early successes
– Keep people informed about the progress of
change
– Demonstrate continued commitment to
change
– Empower people to implement the change
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Increasing innovation and learning
• Learning organizations
• Guidelines for encouraging innovation and
flexibility
– Encourage appreciation for flexibility and learning
– Encourage systems thinking
– Help people understand and improve their mental
models
– Leverage learning from surprises and failures
– Encourage and facilitate learning by individuals and
teams
– Encourage experimentation
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Acquire knowledge from outsiders
Encourage innovation and entrepreneurial activity
Facilitate diffusion of learning in the organization
Reward learning and innovation
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Closing
• Summary
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Resistance to change
The change process
Organizational culture
Vision
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• Review and Discussion Questions
• Cases
– Continental Airlines; Gordon Bethune’s Go Forward Plan.
• http://www.continental.com/company/history/1991-2000.asp
– Falcon Computer Company
– Ultimate Office Products
• Companion Website : Exercises and Reading
• Supplementary Materials:
– Knights, D. & McCabe, D. 2000. ‘Ain’t Misbehavin’? Opportunities for Resistance
under new forms of “quality” management’. Sociology. Vol 34(3) : 421-436.
– Banutu-Gomez, M., B. 2004. Great Leaders Teach Exemplary Followership
and Serve As Servant Leaders. Journal of American Academy of Business,
Cambridge. Hollywood: Mar 2004.Vol.4, Iss. 1/2; pg. 143.
– Lapian, R., S. (unpublished).2002. Servant Leadership; Its viability in today’s
organizational climate. Monash University: Australia.
– www.greenleaf.org
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