Organizational Change Essay

1 INTRODUCTION1 THE requirement FOR ORGANISATIONS TO flipOrganisations worldwide atomic number 18 topically facing increasing competition, charge pressures and slower growth rates and in order to be self-made, for legion(predicate) boldnesss, this prompts the bespeak to perpetually miscelle very to survive (Appelbaum, Delage, Gault & Labib, 1997 Burnes, 2004 Ndlovu & Parumasur, 2005)This virgin type of institution is dynamic and ex h eight-spoten has dumb launch strategic to stay ahead of the game. roaring memorial t competentts argon changing continuously but managing their falsify compulsoryly and cautiously which solutions in increased productivity, lading and involvement from employees (Kenton & Penn, 2009 Ndlovu & Parumasur, 2005).According to Luthans (2011), a successful presidency postulate to create a tuition enculturation that is proactive in its onrush to both privileged and external forces of convert.2 fair game OF DISCUSSIONIn an economy that is rapidly changing, an boldnesss major power to anticipate and respond to forces of pitch is a light upon success part (Luthans, 2011 Robbins et al, 2009). The aim of this discourse is to add a critical all overview of substitute in the disposalal context, using the field of Organisational Behaviour to analyse interpolate at the soulfulness and organisational train and to examine the fashions in which organisations try toeliminate guard to modify in the workplace. More specifically, the part study of organisational mixture at Nissan S t sensation uph Africa give be turn in to expatiate the squeezes of substitute and the ship rout outal in which organisations try to supervise falsify at the one-on-one and organisational level.The pastime aspects go out be further discussed to give an extensive dread of organisational transfer An overview of the opinion of budge, and the ways in which organisations should prep ar for qualifying An analysis of t he transmit make out using Kurt Lewins work, A discussion of the ways of decrease exemption to alteration in the workplace, An examination of the motives for exserting miscellany at the exclusive and organisational level An overview of the ways in which organisations should manage vindication to careen in the workplace.2 PREPARING AN ORGANISATION FOR mixed bag3 THE CONCEPT OF CHANGEThe concept of organisational win over has many diverse meanings, but simply, it shtup be explained as the transition of an organisation from its current situate to a sought after state. Kenton & Penn (2009) suck up two types of diversitys, evolutionary and revolutionary commute. Evolutionary convince furbish ups to continuous correctments of an constitution which is gradual. This type of tack gravels part of the norm in the ways of working(a). ultra form refers to radical pitchs in ways of working where in that respect are periods of normal op datetions followed by period s of drastic qualify (Kenton & Penn, 2009).Robbins et al (2009) light upon alteration as computer programned or un excogitatened. Both of these types of tilt refer to a transformation, however, mean change is seen as a proactive approach to improve an organisations skill to conciliate to anticipated forces of change. Forces of change posterior be internal or external.For in the south Afri put forward organisations, change is over ascribable. After the sanctions of political Apartheid regime were lifted, South African organisations work base themselves in a climate where the collect for change has intensified due to the political and economic changes, an increasing diverse workforce, technological advances, increasing orbiculate competition, and rapid social organic evolutions. These internal and external forces of change need to be closely managed for an organisation to be profitable.4 THE USE OF CHANGE AGENTSAt the heart of an organisation are its hoi polloi. Thus fo r any change to expire an organisation unavoidably its people to change (Pas much(prenominal) & Fagans, 1992). To prepare employees for change organisations often do change agents to facilitate organisational change. These change agents can be internal (e.g. managers, H.R. practitioners) or external (e.g. consultants). Internal agents, such as managers, are useful in that they induce a deep experienceing of the organisations systems and culture whereas an external agent, such as consultants, offer much objectivity and have a deeper arrangement of change shapees (Cummings & Worley, 2009 Kenton & Penn,2009 Robbins et al, 2009 Worren, Ruddle & Moore, 1999).5 THE LEARNING ORGANISATIONBurnes (2004) refers to organisational change as a aeonian suffer both at an operational and strategic level. Thus for organisations to check their sustainability they need to constantly and actively station the forces of change, their in demand(p) state and take the essential executes to man age these changes to come across the sought after state. These organisations need to become information organisations where thither is a systems thinking approach, open and honest communication, team upwork, the presence of innovation and change, a gap between a desired state and current state to serve as motivation for change, critical reflection, empowerment and empathy, inspired lead and other external factors (Luthans, 2011 Robbins et al, 2009).6 DEVELOPING A CHANGE flummoxAs discussed, learning organisations are key to successful organisationalchange. The characteristics of a learning organization are at the core of the organisations culture. unmatchable of the important maltreats to prepare an organisation for change is to quantify its current culture and desired culture. From this an organisation can localize how to manage change. A change model or a development knead should be used to identify an organisations current and desired culture and to facilitate the cha nge process (Burnes, 2004 Cummings & Worley, 2009 Luthans, 2011 Robbins et al, 2009).According to Worren et al (1999), this change model needs to be an integrative and holistic approach for change counsel that focuses on strategic changes to process and people. roughly of these models for change include Kurt Lewins trine criterion change process, action interrogation, and the positive model, amongst others (Cummings & Worley, 2009 Luthans, 2011 Robbins et al, 2009). Kotters eight step plan for change testament forthwith be used to illustrate how to prepare for change management in an organisation followed by a detailed discussion of Kurt Lewins model for change process.7 PREPARING NISSAN SA FOR CHANGE USING KOTTERS EIGHT STEP PLANKotters eight step plan was developed as a result of findings that bulk of organisational change efforts failed. This model indicates that the change process is a series of gigantic phases and mistakes in any of these phases can have a considerable allude of the success of the change effort (Robbins et al, 2009). Kotters model forget now be further explained with application to the Nissan S.A. case study.2.1.1 Establish a esthesis of compulsionThe graduation step to avoiding failure of a change management process is to create a reason for the need to change (Robbins et al, 2009). For Nissan S.A. this could be a number of factors (both internal and external) to change. Externally, the organisation needs to change to lose world class standards of execution and to be able to compete. Internally the organisation needed to improve its efficacy, align to internal global standards, as salutary as to improve on its labour workforce to be sustainable in the incoming.Nissan S.A. should develop scenarios identifying the threats and opportunities for the succeeding(a). Nissan S.A. needs to communicate well thereasons for transformation and retrenchment, the internal and external forces that have prompted change and the factors that are within the employees control and out of their locus of control. The organisation could alike request guard from outside stakeholders to support their argument.2.1.2 Form a potent coalition to lead changeThe secondment step to managing change is to create a team of change agents. These change agents need to be strong leaders that constantly communicate the urgency for change (Robbins et al, 2009). NUMSA members, managers as well as well-nigh older influential employees could be targeted for this team at Nissan S.A. This team should be used to move others of the urgency for change and the need to take voluntary gaolbreak packages vs. strained retrenchment.2.1.3 Create a pot for changeThe next step in the change management plan is to create a clear understanding of why the change is needed and what is the end goal (Robbins et al, 2009). Creating this dream can help convince and direct employees. Nissan S.A. should create a day-dream that would sanction employees t o take severance packages, creating a resourcefulness of the end state for them, for illustration, start their own business as suppliers.2.1.4 Communicate the vision at a time the vision is created it needs to be continuously communicated (Robbins et al, 2009). Poor communication most the downsize process, the vernal structures, roles and incoming of the organisation can impact on self-confidence and loyalty of survivors (Appelbaum et al 1997 Aucamp, 2001). Organisations need to constantly communicate to employees through and throughout the furlough process as well as after, providing support and encouraging positive attitudes and commitment (Ngirande & Nel, 2012).Organisations should communicate the afterlife of the organisation, crystallize the impertinently roles of employees, and be clear about the reasons for downsizing. Constant communication depart build security, trust and commitment (Aucamp, 2001 Luthans, 2011 Ndlovu & Parumasur , 2005). Nissan S.A. could foll ow the example of the tools the mining company De Beers used for staffcommunication. some(prenominal) of these include open employee engagement sessions, videos from leaders communicating the vision, one on one sessions, helpdesks and regular emails/ letters (Bomela, 2007).2.1.5 Empower others to act on the visionOnce the vision is created and communicated it needs to be actioned. But in that respect pull up stakes be obstacles to make this happen. Therefore it is important that the team of change agents are empowered to keep the vision and direction alive. One of the ways Nissan S.A. could do this is to identify those resisting change and help them move past their conflict as well as payoffing the team of change agents that are working to facilitate the transition (Furst & Cable, 2008 Robbins et al, 2009).2.1.6 Create utterly term winsThe next step is to identify the low hanging fruit that aids the vision and keep back achieving these stairs to motivate employees (Robbins et al, 2009). For example, Nissan S.A. could have celebrated the agreement r from each oneed with NUMSA and communicated this widely across the organisation as a positive agreement. A nonher example, Nissan S.A. could celebrate and reward the first few employees that have taken the severance packages and that have become suppliers.2.1.7 Consolidate and build on changeTo avoid failure of a change process it is important to continuously assess the change plan, vision/actions and to change and make improvements along the way (Robbins et al, 2009). Nissan S.A. should have constantly assessed their change program and when they found poor responses to severance packages they should have revised their plans and changed the way of doing things to target more(prenominal) responses. Some of the improvements that could be made is in communication to employees or educating and learn employees in becoming change masters (Aucamp, 2001, Oxtoby, Mcguiness & Morgan, 2002).2.1.8 honour the changesO ne of the most important steps in Kotters plan is to embed the plan such that it becomes core to the organisations culture. This is about creating alearning organisation where change becomes part of the normal ways of working and where employees have the ability to manage change easily (Luthans, 2011 Robbins et al, 2009). Some of the things that Nissan S.A. could do is to add and constantly empower their team of change agents and in public recognise these change agents, as well as include change management revalues when hiring their bracing staff to verify continuity of the culture (Oxtoby et al, 2002).8 PREPARING NISSAN S.A. FOR CHANGEAs discussed, to manage change, a model or process is an important tool in facilitating the change process. Key to the process though are the employees who themselves need to change. The use of change agents is an impactful way in which to encourage employees to change and to create a learning culture. Some of the key spiritedlights that Nissan S .A. could use in preparing their organisation for change include assessing their current and desired culture, developing a team of change agents to facilitate change, creating a inadequate term and long term change strategy and constantly modify on their change plans to light upon their goals.Some of the things that whitethorn impact an organisations readiness for change are the employees perception toward change efforts, the level of trust, communication and support from managers, and the employees level of birthance of the change (Susanto, 2008).Central to the steps in preparing for change is to create a learning culture/ organisation to manage planned change. Planned change if managed through a model or process can improve an organisations efficiency and effectiveness in achieving its goals (Burnes, 2004 Robbins et al, 2009).3 KURT LEWINS THREE STEP CHANGE MODELOne of the models for planned change that can be used for the Nissan S.A. case study is Kurt Lewins three step model for change process which is based on the theory that for change to occur there needs to be a actualizesayto the berth quo whereby the forces whimsical change must cut across the forces against change (Robbins et al, 2009).9 STEP ONE UNFREEZINGThis first step for change involves challenging the current experimental condition quo and weakening forces against change. Lewin indicated that for employees to accept the new change then(prenominal) they need to unlearn the current status quo (Burnes, 2004). To do this it is important to convince employees of the need for the change (Cummings & Worley, 2009 Robbins et al, 2009). According to Robbins et al (2009) unfreezing involves either increasing the driving forces, reducing the forces against change or a collaboration of both of these approaches. Currently at Nissan S.A. the forces against the change is clear stronger than the forces driving change.Nissan S.A. need to clearly communicate the needs for the change and work on strat egies to convince employees of the desired future state. The use of change agents in this instance could be very useful as they will introduce the new desired state in a positive way to challenge the current status quo and convince others (Robbins et al, 2009). Some of the things that need to be clearly communicated are the need and reasons for downsizing as well as the briefly term benefits of the greening process (severance package, small business start up, staying on longer to train others) vs. forced retrenchment and long terms benefits of the rejuvenation process (increased efficiency, effectiveness and sustainability of the business).10 STEP TWO MOVINGOnce the current status quo has been unfrozen and employees start to accept and adopt new status quo it is important that the new status quo is strengthened. To do this involves changes to structures and processes (Cummings & Worley, 2009 Robbins et al, 2009). Nissan S.A. needs to identify those change agents and empower them t o facilitate change. Another step that is important is creating short term goals for the change process and communicating this throughout the organisation as well as to incite those employees resisting change to accept change (through communication, education, more involvement). According to Oxtoby et al (2002), apart from method actings and changes to structures, equally important is the time need tobuild employees career resilience.11 STEP THREE REFREEZINGRefreezing involves reinforcing the new status quo that has been created by balancing the forces for and against change (Robbins et al, 2009). It is important that the new strategies actioned become permanenent through creating a learning culture/organisation (Burnes, 2004 Luthans 2011, Robbins et al, 2009). This can be done through introducing a reward system. Another important step is for Nissan S.A. to constantly assess their change strategies and adjust it so they can achieve their desired goal. Some of the things that Niss an S.A. could do is to add and constantly empower their team of change agents and publicly recognise these change agents, as well as include change management values when hiring their new staff to ensure continuity of the culture.12 REDUCING RESISTANCE TO CHANGEResistance to change can be evident at both the various(prenominal) and organisational level (Cummings & Worley, 2009). From Lewins model of change and Kotters eight step plan it is evident that there will always be some subway to change from employees. It is important that the foe to change is managed appropriately for change to occur. For change efforts to be successful organisations need to fall resistance from employees for them to adopt new doingss (Furst & Cable, 2008).3.1.1 Ways to reduce employee resistance to changeAccording to Cummings & Worley (2009) some of the ways to reduce employee resistance can be achieved through the following five phase approach Motivating compoundThis involves preparing employees for change through communicating the need for change , the current state and desired future state of the organisation as well as reassurance that the desired future state can be achieved successfully. It also inlvoves management developing strategies to implement change and ensuring support mechanisms are in place to help employees overcome resistance to change.Creating a visionThis phase includes creation and communication of the vision of the future state of the organisation. This vision needs to be convincing for employee demoralize in of the change efforts. It therefore needs to be relevant, realistic and needs to communicate the message of the improvements the change will make for individuals and the organisation.Managing the transitionThis includes the activities planned to manage the change, the changes to structures and processes to achieve the desired future state and commitment planning. substantial is that these plans and activities are constantly assessed and modified if needed. It is important to keep employees engaged and conscious throughout the process so that they understand the needs for change, the processes to getting there as well as keep them in the loop of the climb on made.Developing political supportThis phase involves identifying key stakeholders that have powerful function on the change process and managing these stakeholder interests and engagement in the change process. It also involves assessing the power that change agents have on the change efforts and their ability to influence others.Sustaining momentumThis includes providing the necessary resources and support for change to occur. Some of the aspects that are important is providing support from managers, procreation and education of employees, empowering change agents, reinforcing new behaviours (for example through reward systems) and providing feedback to employees. Telkom SA developed a change model centering on building individuals career resilience to adapt to change more positively and empowered individuals by providing training for new roles and assuring them of their value to the organisation (Aucamp, 2001).3.1.2 Reasons for resistance to change Individual levelAccording to Robbins et al (2009) there are a number of sources of resistance at the individual level.These include Habit and SecurityIndividuals lead complex lives and are constantly faced with having to make decisions. One of the ways to reduce and manage complexness is to rely on habits (programmed responses). Some individuals have a high cartel on their feelings of safety. Any threats to security can result in individuals resisting change as new behaviours sit outside of their comfort zone and any changes that conflict with existing habits can also be a reason for resistance as individuals have a tendency to rely on habitual behaviour. (Robbins et al, 2009). According to Peus et al (2009), individuals may feel uncertainty regarding their positions, roles and responsibilities in the organization and a result will resist change. misgiving of the terra incognita and Economic FactorsWe live in a volatile and uncertain era where there are constant changes in the business world. Individuals faced with this constant uncertainty of the future may resistant change due to the care of the undiagnosed (Robbins et al, 2009). According to Peus et al (2009) individuals seek to gain prediction over future events to reduce the fear of the unknown and their disadvantage of control. Another resistance to change can be an individuals concern for loss of or lower income as a result of the changes.Selective info processingIndividuals perceptions shape their thinking about the world. Robbins et al (2009) recognize that the ways in which individuals perceive their world can also be a factor in their response to change. Anything new to their way of thinking will be resisted as it is not part of their current knowledge system.Fear of FailurePeus et al (2009) also recognises th e fear of not being able to cope with the new changes to processes or technologies as one the reasons individuals may resist change. If an individual believes he or she is not able to cope with the changes then there are likely to resist change. Kotter & Schlesinger (2008) also recognise that individuals may resist change if they feel they are not capable of learning new skills and behaviours to adapt to thechanges.Other factors of resistanceKotter & Schlesinger (2008) also highlight some other reasons individuals resist change including parochial self interest, misunderstanding and want of trust as well as different views of the benefits and costs of the changes intiated. parochial Self interest refers to the individuals perception that he or she will lose something of value because of the imminent changes and as a result focus on their own interests and not the organisations. This in turn results in political behaviour which can be overt or implicit.3.1.3 Reasons for resistance to change Organisational level Robbins et al (2009) highlight some of the reasons organisations resist change as the followingStructural inertiaThis refers to the structures and processes in place that produces stableness in an organization. This can be an organisations selection and training techniques, job descriptions and procedures for operations. When confronted with change this structural inertia acts as a counterbalance to sustain stability (Robbins et al, 2009 486).Limited focus of changeOrganisations are made up of mutually beneficial subsystems and any changes in one part of the system will impact the greater system. Therefore any changes in an organisation that are moreover focused on one area without recognizing the impact of other areas will experience resistance to change. For example implementing a new technology without considering the training requirements and procedures that also need to change will likely experience resistance to change (Robbins et al, 2009).Gr oup inertiaThis refers to the host norms and perceptions that exist that direct the behaviours of individuals and that can impact decisions for change by individuals (Robbins et al, 2009).Threat to expertiseSome organisational changes will have an impact on the expertise ofspecialised groups. Implementing a new way of working may mean that a specialist group of experts are now redundant to everyday operations (Robbins et al, 2009).Threat to set up power relationshipsAny threat to existing power relationships can have an impact on change efforts. Introducing participative decision making for example is minatory to supervisors and middle manager power roles (Robbins et al, 2009).Threat to established resource assignationSome departments in an organisation may be threatened by changes if they perceive the change as a threat to their current or future resource allocation (Robbins et al, 2009).3.1.4 How can Nissan S.A. manage resistance to changeSome of the ways that Nissan S.A. can manage individual and organisational resistance to change include the followingEducation and CommunicationOrganisations need to constantly rail and communicate to employees throughout the change process as well as after, providing support and encouraging positive attitudes and commitment (Ngirande & Nel, 2012). Nissan S.A. should communicate the future of the organisation, clarify the new roles of employees, and be transparent about the reasons for change. Constant communication will build security, trust and commitment as well as reduce resistance to change (Aucamp, 2001 Luthans, 2011 Ndlovu & Parumasur 2005 Robbins et al, 2009).ParticipationAccording to Oxtoby et al (2002), all employees should have a sense of ownership over the changes that are being use in their organisation. Creating a higher level of involvement and participation from employees will create commitment from employees. Nissan S.A. need to value the importance of people and their influence in the changes that ar e desired. Involving employees at all levels can deliver discover commitment to the workforce rejuvenation plan. Creating opportunities for all employees to be involvedin some way of the decision making process for change can have a positive impact on the morale of employees (Robbins et al, 2009). grammatical construction support and commitmentThe use of change agents at Nissan S.A. during the change process is a way in which to reduce the resistance of the fear of the unknown and provide direction and support to employees. Change agents can also assist those that are resisting change by convincing them of the benefits of the changes, improving perceptions and commitment to change. For example, Nissan S.A. could provide counselling sessions, increased management visibility and one on one sessions, providing skills training, etc. (Robbins et al, 2009).Choosing people who accept changeNissan S.A. need to recognise those that adapt to the new changes top hat and use these individuals as change agents. Change agents can assist in creating a positive attitude of the change process. It is also important that the new employees that Nissan S.A. hires have the same capability as the change agents in that they are open and able to adjust easily to change (Robbins et al, 2009).Implementing change fairlyFor Nissan S.A. this means due diligence in the procedures for change ensuring fairness and consistency across the change process. For example, if the aged employee given the training can improve his capability and performance then is it necessary for him to be retrenched and replaced with a younger employee? Should this aged employee not be given the witness to prove him or herself? Nissan S.A. should ensure the criteria for retrenchment are also fair. The changes that Nissan S.A. intimate should be made from top management down to employees on the variant to ensure consistency.Manipulation and Co-optationBoth manipulation and co-optation are sneaky tactics but can b e useful to gain support (Robbins et al, 2009). Nissan S.A. may use co-optation as a method to gain buy-in from NUMSA or may distort the information about the severance packages offered to make the benefits seem higher than the coststo the targeted employees.CoercionThreats, poor performance reviews, or any other form of sanctions and legitimization tactics can be used to resist change. The strength of the LMX (leader-member exchange) relationship may have the desired or negative impact on the reaction of employees to such efforts. seek shows that a low-quality LMX relationship results in greater resistance to change whereas those employees with high quality LMX relationships may attribute the sanctions to situational factors and reduce resistance (Furst & Cable, 2008). Nissan S.A. need to identify which relationships require specific tactics. The use of change agents are a more useful way to reduce resistance than coercion however if the desired results are not achieved then threa tening with forced retrenchment may be necessary to gain more responses.4 CONCLUSIONThis discussion has shown how change should be managed to move an organisation from its current state to its future desired state. In order to facilitate the change process successfully there is a need for the use of a model or process. Resistance to change can occur at both the individual as well as the organisational level. It is important throughout the change process that resistance to change is managed appropriately. According to Luthans (2011), changes to an organisations culture needs to occur for change to become permanent. Organisations should strive to become learning organisations where learning and change is of import to business culture and processes (Burnes, 2004 Luthans, 2011).Some of the ways in which organisations can achieve this is through assessing the current organisation culture, setting realistic goals, hiring the right people to facilitate change, ensuring consistency in chan ge management, removing the old culture, managing the resistance to change effectively, keeping the momentum of change and to be persistent (Luthans, 2011). For Nissan S.A. these guidelines could be very useful in developing a learning organisation to ensure that they do not find themselves in this similar position in the future.5 REFERENCESAppelbaum, S.H., Delage, C., Gault, G., Labib, N. (1997). The survivor syndrome Aftermath of downsizing. Career Development International, 2 (6), 278-286. Aucamp, N. (2001). Change management implications of a retrenchment strategy in a selected parting of a telecommunications organisation. unpublished MBA dissertation. Port Elizabeth Technikon. Bomela, M. (2007). Retaining critical skills and talented employees during and after organisational downsizing. Unpublished MBA dissertation. University of Pretoria. Burnes, B. (2004). Kurt Lewin and complexity theories back to the future? journal of Change Management, 4(4), 309-325. Cummings, T.G., & Wo rley, C.G. (2009). Orgaization development and change (9th ed.). Cengage. Furst, S.A., & Cable, D.M. (2008). Employee resistance to organizational change Managerial influence tactics and leader-member exchange. Journal of Applied Psychology, 93(2), 453-462. Kenton, B., & Penn, S. (2009). Change conflict and community Challenging thought and action (1st ed.). Elsevier Ltd. Kotter, J.P and Schlesinger, L.A (2008) Choosing strategies for change. Harvard ancestry Review, 86(7/8). July-August, 130-139. Luthans, F. (2011). Organizational behaviour An evidence-based approach (12th ed.). McGraw Hill. Ndlovu, N., & Parumasur, S.B. (2005). The perceived impact of downsizing and organisational transformation on survivors. South African Journal of Industrial Psychology, 31(2), 14-21. Nel, A., & Ngirande, H. (2012). The psychological impact of downsizing on employee survivors in the manufacturing industry. African Journal of Business Management, 6 (11), 4371-4375. Oxtoby, B., Mcguiness, T., & M organ, R. (2002). Developing organisational change capability. European Management Journal, 20(3), 310-320. Pasmore, W.A., & Fagans, M.R. (1992). Participation, individual development and organisational change a review and synthesis. Journal of Management, 18(2), 375-397.Peus, C. Frey, D., Gerkhardt, M., Fischer, P., & Traut-Mattausch, E. (2009). Leading and managing organizational change initiatives. Management Revue, 20(2), 158-175. Retrieved april 18 2014 from the World Wide Web http//www.jstor.org/stable/41783612. Robbins, S.P., & Jude, T.A. (2009). Organisational behaviour Global and southern African perspectives (2nd ed.). Pearson. Susanto, A.B. (2008). Organisational readiness for change Acase study on change readiness in a manufacturing organisation in Indonesia. International Journal of Management Perspective, 2(1), 50-62. Worren, N.A.M., Ruddle, K., & Moore, K. (1999). From organizational development to change management the emergence of a new profession. The Journal of Ap plied behavioral Science, 35(3), 273-296.6 SELF ASSESSMENT QUESTIONS6.1 I logically and systematically employ the resources to explain and give support to my understanding of the content and central concepts and provided examples where necessary. I understood best the sections on survivor syndrome. I am not confident in my application of the frustration model. I think I have covered Kotters 8 step plan best and need to improve on my understanding of managing resistance to change.6.2 I found Robbins et al (2009) most useful as it provided an overall understanding of change management process and included all aspects that needed to be convered in this assignment.6.3 I used information on change management from articles and research done in South African industries to use as examples in illustrating my answer as well as to help me further understand some of the models of change6.4 3 months (March May) approximately 1 hour each day. This includes schooling the material, researching additional resources, planning, writing and checking.6.5 The material covered is relevant to South African work environment where change is common in industry. Having an understanding of this will assist in helping organisations improve business processes and at the same time improve individual well being. The resources also provided proactive and positive ways to deal with change.6.6 Areas of knowledge Referencing Techniques, Motivation Theory Skills Planning, job Solving Other Qualities Diligence, Perseverance, Critical Thinking.6.7 Yes. Having an understanding of the ways in which change can be managed can help with improving how I manage and interpret change as an individual as well as I see some beneficial aspects that my current employer can use to manage change. I would like to further develop my knowledge gained on the learning organisation as it has never occurred to me, until now, as a precession to be dealt with in the change process in order for future business success .6.8 The assessment criteria provide a good framework to answer the questions, clear guidelines it gives one the opportunity to reflect on the overall concepts and to assess the quality of work presented.6.9 I would like to improve my understanding of the different models of change apart from Lewin and Kotter. I would like to do more reading on action research etc and see how I can apply this knowledge better. I will by reading more and improve my referencing techniques which I feel I will gain with more practice.