Organisational Change Media Case Study
MGT388 – Organisational Change
Introduction
Print media such as Fairfax media faces many challenges and threats today – threats to effectiveness, efficiency and challenges from turbulent environments – increased competition and changing customer demands are of great interest and importance in keeping organizations healthy and viable. To manage a turbulent situation, the leadership role is important during the change process. The leader’s task during the change processes is to convey the vision and the goal and it is important to carry through with a change and be patient; the results will not come immediately.
The culture has a big impact on a process of change, while the culture is always ”the winner” over the strategy. A changed strategy will not automatically lead to a wished change if the culture has not changed in the same way. The leader cannot perform organizational changes by using only formal structure and systems as principal instruments. The leaders also have to pay attention to the organizational culture and provide a new basis for cohesion (Hirschhorn, 2000).
Kurt Lewin’s Change Management Model
Force Field Analysis was developed by Lewin (1951) and it is powerful strategic tool widely used to inform decision-making, particularly in planning and implementing change management programmes in organisations. It is a powerful method for gaining a comprehensive overview of the different forces acting on a potential policy issue, and for assessing their source and strength (The British Library Board , 2012); (Change-Management-Coach.com, 2012).
Lewin 's force field theory viewed people 's activity as affected by forces in their surrounding environment, or field. Three main principles of force field theory are that: * behaviour is a function of the existing field * analysis starts from the complete situation and distinguishes its component parts * A concrete person in a concrete situation can be mathematically represented (The
Introduction
Print media such as Fairfax media faces many challenges and threats today – threats to effectiveness, efficiency and challenges from turbulent environments – increased competition and changing customer demands are of great interest and importance in keeping organizations healthy and viable. To manage a turbulent situation, the leadership role is important during the change process. The leader’s task during the change processes is to convey the vision and the goal and it is important to carry through with a change and be patient; the results will not come immediately.
The culture has a big impact on a process of change, while the culture is always ”the winner” over the strategy. A changed strategy will not automatically lead to a wished change if the culture has not changed in the same way. The leader cannot perform organizational changes by using only formal structure and systems as principal instruments. The leaders also have to pay attention to the organizational culture and provide a new basis for cohesion (Hirschhorn, 2000).
Kurt Lewin’s Change Management Model
Force Field Analysis was developed by Lewin (1951) and it is powerful strategic tool widely used to inform decision-making, particularly in planning and implementing change management programmes in organisations. It is a powerful method for gaining a comprehensive overview of the different forces acting on a potential policy issue, and for assessing their source and strength (The British Library Board , 2012); (Change-Management-Coach.com, 2012).
Lewin 's force field theory viewed people 's activity as affected by forces in their surrounding environment, or field. Three main principles of force field theory are that: * behaviour is a function of the existing field * analysis starts from the complete situation and distinguishes its component parts * A concrete person in a concrete situation can be mathematically represented (The
References: Anderson, A. (2011). Engaging resistance: How ordinary people successfully champion change. Palo Alto, CA: Stanford University Press. Audit Bureau of Australia. (2012, July 26). Audit Bureau of Australia. Retrieved from Audit Bereau of Australia: http://www.auditbureau.org.au/ Change-Management-Coach.com Dew, J. (1991). In search of the root cause. Quality Progress, 97-107. Duke, D. L. (2011). The challenges of Organization leadership. New York, NY: Routledge. Fairfax Media. (2012, July 26). Fairfax Media. Retrieved from Fairfax Media: http://www.fairfax.com.au/ Financial Review Fox Tom. (2010). MANAGING CHANGE. The Magazine For Magazine Management, 39(11), 34-36. Fullan, M. (2009). The challenge of change- Thousand Oaks,. CA: Sage. Goldratt. (1990). What is this thing called theory of constraints and how should it be implemented? New York: North River Press. Goldratt, E. (1994). It 's not Luck. Mass: North River Press. Harvey, T. (2010). Resistance to change: A guide to harnessing its positive power. Lanham, MD: Roman & Littlefield. Hirschhorn, L. (2000). Changing Structure Is Not Enough: The moral meaning of Organizational. Breaking the Code of Change, Harvard Business School, 161-176. Scheinkopf LJ. (1999). Thinking for Chnage: Putting th TOC thinking processes to use. Boca Raton: St.Lucie Press. Spector, B. (2011). Implementing organizational change: Theory into practice – international edition. Upper Saddle River, NJ: Prentice Hall. Sproull, B. (2001). Process problem solving: A guide for maintenance and operations teams. Portland: Productivity Press. T.Fagerhaug., A. B. (2000). Root cause analysis:Simplified tools and techiques. Milwaukee: ASQ Quality Press. Audit Bureau of Australia. (2012, July 26). Audit Bureau of Australia. Retrieved from Audit Bereau of Australia: http://www.auditbureau.org.au/ Change-Management-Coach.com Dew, J. (1991). In search of the root cause. Quality Progress, 97-107. Duke, D. L. (2011). The challenges of Organization leadership. New York, NY: Routledge. Fairfax Media. (2012, July 26). Fairfax Media. Retrieved from Fairfax Media: http://www.fairfax.com.au/ Financial Review Fox Tom. (2010). MANAGING CHANGE. The Magazine For Magazine Management, 39(11), 34-36. Fullan, M. (2009). The challenge of change- Thousand Oaks,. CA: Sage. Goldratt. (1990). What is this thing called theory of constraints and how should it be implemented? New York: North River Press. Goldratt, E. (1994). It 's not Luck. Mass: North River Press. Harvey, T. (2010). Resistance to change: A guide to harnessing its positive power. Lanham, MD: Roman & Littlefield. Hirschhorn, L. (2000). Changing Structure Is Not Enough: The moral meaning of Organizational. Breaking the Code of Change, Harvard Business School, 161-176. Scheinkopf LJ. (1999). Thinking for Chnage: Putting th TOC thinking processes to use. Boca Raton: St.Lucie Press. Spector, B. (2011). Implementing organizational change: Theory into practice – international edition. Upper Saddle River, NJ: Prentice Hall. Sproull, B. (2001). Process problem solving: A guide for maintenance and operations teams. Portland: Productivity Press. T.Fagerhaug., A. B. (2000). Root cause analysis:Simplified tools and techiques. Milwaukee: ASQ Quality Press.