HCM 433 MANGEMENT AND ORGANIZATIONAL BEHAVIOUR.pdf

Sometimes changes are introduced without consulting any of those affected by the changes.
Additionally, too much change in too brief a time period may create resistance and ultimately
prevent any change occurring. Approaches to introducing change have been discussed in terms of
a “Power distribution” continuum:
1. Unilateral Action: These approaches are at one end of the continuum and are
characterized by one way communication.
2. Power Sharing: This approach involves interaction between those in positions of authority
and those who will be affected by changes. However the manager ultimately makes the decision of
the proposed changed.
3. Delegated Authority: This approach to introducing actually turns over to subordinates the
responsibility for defining and deciding on the change problem. This involves a manger providing
information, describing change problem situation and then allow the group to resolve the problem.
It must be noted that there is no best approach to introducing change hence a particular manager
that will utilize several approaches depending on the nature of the change and the specific context
within which it will occur. Although it is probably time that most change in organizations are
introduced using some variations of unilateral action, there is an increasing recognition of the
value and appropriateness of changed power approaches. The three (3) basic suggested change
processes includes unfreezing, moving or change and freezing at a new level.
3.5 RESPONSE TO CHANGE
Although change is taking place constantly on organizations, they do not affect every individual
(member) equally. There are positive and negative responses to change and of course, response to
change can also be neutral from the organizational members.
(i)
Neutral: This response is probably most common. From behavioural point of view, it only
means one is indifferent to the change(s) taking place. It is however important to point out
that when there is no response to instituted change by the management from the
employees, it is indicative of a problem. Because neutral or is in itself a response but
signaling a potential problem which should alarm the management. It is a form of
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