According to Anderson and Anderson, managers focused inward (down and in), while leaders focused outward (up and out) of the organization. According to Lewin (1947:24), the behavior of an individual at any given moment is the interplay between the intensity and valence (whether the force is positive or negative) of the forces acting on the person.
REVIEW OF CHANGE MANAGEMENT MODELS
- The incremental model of change
- The punctuated equilibrium model of organisational transformation
- The continuous transformation model of change
- Contributions of the incremental, punctuated equilibrium and continuous change models to change management
- Kotter's (1980) integrative model of organisational dynamics
Contribution of the incremental, punctuated equilibrium and continuous change models to change management change models to change management. According to Porter et al in the medium term, "the focus of change management must be to ensure that the elements of the organization are appropriately aligned".
Creating the Guiding Coalition n
Developing a Vision and Strategy
Communicating the Change Vision
Empowering broad-based Action
Generating short term wins
Consolidating Gains and Producing more Change
Anchoring New Approaches in the Culture
- The Burke-Litwin (1992) causal model of organisational performance and change
- RESISTANCE TO CHANGE
- THE PROCESS OF CHANGE
- Theoretical ways to minimize resistance to change
- CONCLUSION
The diagnostic change model has a built-in feedback system that enables a detailed evaluation and evaluation of the change intervention against its goals, thus providing valuable information for the future. Principles underlying the diagnostic model for change management; Kotter's (1980) integrative model of organizational dynamics; Kotter's Eight-Step Process for Creating Big Change (1996); Nadler and Tushmans (1980) congruence model; To achieve the research objectives, the Burke-Litwin (1992) causal model of organizational performance and change will be used in this study.
HISTORY OF THE ORGANISATION AND CONTEXT OF THE ORGANISATIONAL CHANGE INTERVENTION
INTRODUCTION
BACKGROUND OF THE ORGANISATION
The organization is a parastatal company funded by its clients and owned by a single shareholder, the South African government. Since then, the organization has undergone many transformational changes, from changing the company name to rebranding. In 2001, the organization was recognized as the cheapest provider of energy services in the world.
CONTEXT OF THE CHANGE INTERVENTION
This change intervention was introduced to give management a tool to identify where the bottlenecks are from start to finish of a project.
RESEARCH METHODOLOGY
- INTRODUCTION
- THE OBJECTIVES OF THE RESEARCH
- RESEARCH DESIGN
- Data Collection Method
- DATA ANALVSIS
- Coding
- Elaboration
- ASSUMPTIONS
- RELIABILITY AND VALIDITY
- ETHICAL CONSIDERATIONS
The duration of the interview was approximately 30 minutes per interviewee and the researcher's contact details were provided. These questions were asked to determine the relative success or failure of the change intervention undertaken from the perspective of the organization. Prior to data analysis, a preliminary understanding of the meaning of the data was obtained by the researcher (Terre Blanche, Durrheim and Kelly, 2006:323).
This was essentially a written statement of the evaluation of the change intervention using the themes from the analysis and the research objectives as subheadings. The analysis of the interviews was shown to the participants for verification. Reliability refers to the ability to obtain consistent results in successive measurements of the same phenomenon (Fleiss, 1981:141).
CHAPTERS
RESEARCH FINDINGS
INTRODUCTION
To introduce a new workflow system on the computer that has to completely move away from doing things manually. To improve customer service from the customer applying for electricity to connecting the supply. To track projects in real time so that clients are informed about the progress of the project at any time and from any employee working for it.
Management would use this new workflow system to generate monthly reports on the progress of each project on the system. Management would use the information generated from the system to evaluate the performance of employees in their respective departments.
RESULTS OF THE QUALITATIVE STUDY
- Interviewee Sample Profile
The table above shows that the management of the organization is dominated by men, consisting of four men and two women managers. The other collaborators were fourteen men and five women (three in the age group of 20-30 years and two women in the age group of 30-40 years). The answers of the interviewees are classified into topics that correspond to the interview questions, which derive from the research objectives and are presented in the form of a table.
The responses with common themes were summed to obtain a frequency corresponding to the respective theme. The number of respondents and the number of responses are not the same due to multiple responses from participants.
NATURE OF THE CHANGE INTERVENTION
- The old quotation process
Interviewees 20, 22, 23 and 24 agreed with interviewee 1 that the need for change was more customer-focused in order to minimize the handling times in getting the infrastructure offer to the customer and thus the time to connect the customer to the electricity grid. There was a need to become more "people-friendly with respect for the customers" and therefore switched to the K2 workflow system. According to (interviewee 15), the old system was unable to generate reports, making it difficult to track project issues and monitor employee performance.
The interviewees and 24 believe that the need for change was more focused on the customer, in order to reduce as much as possible the turnaround time in forwarding the infrastructure offer to the customer and thus the time to connect the customer to the electricity network. This was due to the fact that the marketing element of the company did not correspond to the technical element, so this discrepancy existed.
THE PROCESS ADOPTED BEFORE, DURING AND AFTER THE CHANGE INTERVENTION
Two interviewees believe that the previous process manager was the change process manager. Four respondents agree that the previous process manager provided support during the trial installation of the new software. Twenty respondents agreed that a meeting was organized to present the concept of the new process.
Fifteen respondents felt that role players were resistant to adopting the new process. Eight respondents believe that there is no division of labor in the new system.
RESISTANCE TO CHANGE
- Understanding the new change intervention
Fifteen respondents believed that the change was implemented using the top-down approach, that is, without consultation with all role players. Twenty respondents believed that no formal discussions had been held to discuss the phasing in of the change effort. Twenty respondents are of the opinion that the change effort was a "one man band", that is to say that the process manager was the guardian of the process.
Twenty respondents indicated that a meeting was held to give the concept of the new process. Eighteen respondents were of the opinion that there was no formal support mechanism to handle user queries.
FACTORS THAT SUPPORTED AND THOSE THAT HINDERED THE CHANGE PROCESS
- Factors that hindered the change process
According to Interviewee 23, "one meeting was held with all role players and a mock demonstration was held to look at the work list of the K2 process". According to Interviewee 22, "staff had to be manipulated and threatened with warnings to get them to work out on time". According to Interviewee 21, non-technical and staff with low education levels find it difficult to use computer-based systems.
According to interviewees 5 and 7, "among other things, top management recognized the need belatedly to introduce a workflow system into the company in response to meeting customer demands. According to interviewee 7, the company changed from a centralized management system to a decentralized management system." system and this had a negative impact on the success of the change process".
EFFECTIVENESS OF CHANGE IN RELATION TO THE ORGANISATION'S OWN OBJECTIVES
Five respondents agree that an increase in customer investment will increase the market position of the organization. Nine respondents were of the opinion that the purpose of the change intervention was to facilitate reporting to the National Energy Regulator (NER). There were six respondents who indicated that the ability to track projects and check the status was an important goal of the change intervention.
Twenty-two respondents indicated that the leadership of the process affected the level of success of the change intervention and the leadership should change to make the process more "user friendly". Thirteen respondents supported the view that the transfer of poor work from one stage of the chain to another in an attempt to get the tasks completed in the system should stop.
EXTENT OF CHANGE IN RELATION TO THE CURRENT MANAGEMENT MODELS
6, "you have a history of how long it takes to complete a particular activity that helps shape how we do things in the future." Another view stated that "softer people issues were overlooked as technical people were only involved in bringing about change". The research objectives were achieved through thematic content analysis as discussed in the previous chapter on methodology.
DISCUSSION
- INTRODUCTION
- NATURE OF THE CHANGE INTERVENTION
- THE PROCESS ADOPTED BEFORE, DURING AND AFTER THE CHANGE INTERVENTION
- RESISTANCE TO CHANGE
- FACTORS THAT SUPPORTED AND THOSE THAT HINDERED THE CHANGE PROCESS
- EFFECTIVENESS OF CHANGE IN RELATION TO THE ORGANISATION'S OWN OBJECTIVES
- APPLICATION OF CHANGE MANAGEMENT BEST PRACTICE PRINCIPLES
- CONCLUSION
According to the findings, a single workshop was held to introduce the concept of change intervention. This was one of the reasons for the resistance to change efforts discussed in the next section. This was certainly one of the main reasons why staff resisted change efforts (Donnellyet ai, 1995:508).
The managers in the study emphasized that no change models had been used to inform about the change effort. The organization did not determine the scale and scope of the change effort prior to implementation.
CONCLUSION
- NATURE OF THE CHANGE INTERVENTION
- THE PROCESS ADOPTED BEFORE, DURING AND AFTER THE CHANGE INTERVENTION
- RESISTANCE TO CHANGE
- FACTORS THAT SUPPORTED AND THOSE THAT HINDERED THE CHANGE PROCESS
- EFFECTIVENESS OF CHANGE IN RELATION TO THE ORGANISATION'S OWN OBJECTIVES
- APPLICATION OF THE CHANGE MANAGEMENT BEST PRACTICE PRINCIPLES
Furthermore, the organization's transition from a paper system to a digital one was in order to remain competitive and a factor that supported the change effort. From the findings, it was proven that an autocratic leadership style prevailed which hindered the change intervention process. There were no models or principles of best practice used in the change management intervention, so the organization's own objectives for the change intervention were not achieved.
Based on the results, all interviewees indicated that the goals of the change intervention were not met in relation to the goals of the change intervention. All interviewees indicated that a change management model was not used to implement the change intervention.
RECOMMENDATIONS
- NATURE OF THE CHANGE INTERVENTION
- THE PROCESS ADOPTED BEFORE, DURING AND AFTER THE CHANGE INTERVENTION
- RESISTANCE TO CHANGE
- FACTORS THAT SUPPORTED AND THOSE THAT HINDERED THE CHANGE PROCESS
- EFFECTIVENESS OF CHANGE IN RELATION TO THE ORGANISATIONS OWN OBJECTIVES
- APPLICATION OF THE CHANGE MANAGEMENT BEST PRACTICE PRINCIPLES
- ACTION PLAN FOR THE ORGANISATION
- FINAL COMMENTS
It is recommended to use the models mentioned in the previous section in the change efforts. Furthermore, it is recommended that the role of the change leader is clearly defined. It is further recommended that a means be developed to compare change efforts against stated objectives.
The leader of the change intervention must lead by example and in line with the VISION. There must be a culture of promotions and succession planning to maintain the momentum of the change effort.
LIMITATIONS AND RECOMMENDATIONS FOR FUTURE RESEARCH
LIMITATIONS OF THE RESEARCH
RECOMMENDATIONS FOR FUTURE RESEARCH
1998) TheQuality of Working Life: The 1998 Survey of Managers'Changing experiences. 1997) TIleQuality of Working Life: The 1997 Survey of Managers' Changing experiences.
LIST OF APPENDICIES
ETHICAL CLEARANCE LETTER APPENDIX 2: GENERAL INTERVIEW GUIDE
WHEN QUESTIONNAIRE IS USED IN THE PROJECT, THE RESEARCHER SHOULD ENSURE THAT THE QUESTIONNAIRE CONTAINS A SECTION AT THE END TO BE COMPLETED BY THE PARTICIPANT (BEFORE COMPLETING THE QUESTIONNAIRE), OF WHICH HE/SHE HAS BEEN INFORMED OF THE NATURE AND THE PURPOSE OF THE. Briefly discuss some of the organization's broad objectives for this intervention in terms of your competitive situation, market position, technological trends and financial position. Please note: Question 6 will be addressed to the leaders or initiators of this specific change intervention.
