Question One [Marks 20] Change is normal and necessary in any organization 1.1 1

Question

Question One [Marks 20] Change is normal and necessary in any organization 1.1 1.2 1.3 1.4 Why can change be a paradox in most organizations? (2) Discuss typical reasons why employees resist change. (6) Evaluate conditions in an organisation that support change. (5) Discuss the use of force field analysis to support change. (7) Question Two [Marks 30] Conflict management is a challenge in any organisation today 2.1 Discuss some of the issues that cause conflict in the workplace. (6) 2.2 Discuss three approaches to solve conflict. (9) 2.3 Discuss three types of conflict in an organisation and give examples. (6) 2.4 What questions should you ask before facing a conflict situation. (4) 2.5 Is conflict good or bad? Discuss. (5) Question Three [Marks 20] For an organisation to operate efficiently, employees have to be empowered 3.1 What are Stephen Covey's six conditions to ensure empowerment of 3.2 Discuss three of the steps needed for an organisation to ensure a win 3.3 What are some of the challenges faced by an organisation when employees are employees? (6) agreement with its employees. (9) not empowered? (5)

Explanation / Answer

CHANGE IN AN ORGANIZATION:

Organizational changes are planned or unplanning transformation in the organization's structure, people or technology.

1.1 Change is considered to be a paradox because, the people may feel uncomfortable that they might have to work in a new group whom they are not used to, or having a change of job which would be difficult for them to adapt. And it is also tough for the organization when employees resist to change.

1.2 The reasons why employees resist to change are:

- Habit: Employees have been used to the work that they have been doing so far, and a sudden change in their routine may make them to be resistant.

- Economic Insecurity: The emoployees may fear that they would lose their job or paid less than their previous salary.

- Threats to social relationships: The employees would have developed strong bond or friendships with their co-workers, and a sudden change may make them feel dejected.

- Failure to recognize the need for change: The employee may feel that the change is not needed and until he understands the purpose behind it, he would be resistant.

1.3 The conditions to promote change are:

The manager must identify the reason for which the employee resist, then he much develop a desirable alternative for his resistance, and must ensure that the employee benefits from it.

Finally when the employee perceives that the alternative is benefiting him, he may accept the change.

1.4 According to Lewin's Force Analysis, the changes is split in to 2 factors they are:

Driving forces to drive change and Resisting forces to resist change.

i.e, the driving force has to be greater than the resisting force in order for the change to happen.

CONFLICT MANAGEMENT:

1.1 Work place conflicts are the misunderstandings or the disagreement in the beliefs, values , needs, responsibilities or attitudes of the employees in an organization.

Conflicts could arise if the employees are not clear about their responsibilities, or if they have any personal issues, or if they are competing against each other for resources or for thier interests.

1.2 Approaches to avoid conflict:

- Competing against each other and proving one to be higher than the other

- Accomodating with or being submissive to others

- Collaborating, i.e mutual understanding of eachother and working together

1.3 Types of conflict:

- Intrapersonal conflict: Conflict within the individual. Eg: If the employee feels that he is not provided with proper salary which he deserves, and he is planning to quit the job, but also he feels loyal to the company.

- Interpersonal conflict: Conflict between two individuals, Eg: Two employees competiting each other for a promotion.

- Intergroup conflict: Conflict within a group. Eg: When a team is provided with bonus money for completing their group project, conflicts may arise in sharing the money if some individuals feel they deserve more than the others and if others does not agree to it.

2.4 While encountering a conflicting situation, a employee must analyse his situation carefully, as what are the costs and benefits of that situation, and how he could eventually resolve the conflict without any problems.

2.5 Conflicts are not always bad because at times it enables a person to think analytically and critically of that situation and how he tackles and deals with it. Conflicts also provides possible solutions to the dilemmatic situations.

EMPOWERMENT OF THE EMPLOYEES:

3.1 Stephen Covey's 6 conditions for empowerment of employees:

- Character (intergrity, maturity, adundance mentality)

- Skills (communication, planning, organization, problem solving)

- Win - win agreement

- Self supervision ( plan, do check, act)

- Helpful structures and system

- Accountability (self evaluation)

3.2 The steps in a Win - win agreement are:

Desired results, Guidelines, Resources, Accountability, Consequences.

3.3 When the employees in an organization are not empowerd, the organization may have negative image amongst their employee and it may also lead to business loss. The organization might have to look out for other possible sources for empowering the employees which would match their skills and abilities.

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