7.-Leading-and-Managing-People-and-Organizational-Change-Perceived-Benefits-and-Its-Value-on-Staff-Development.pptx

1. “Leading and Managing People and Organizational Change: Perceived Benefits and Its Value on Staff Development” Reported by: Mallorca, Padon and, Ocampo

2. What is Organizational Change? O rganizational change as modern ways and means of organizing and working to make change to happen and the organization’s ability to adopt the ever changing environment in the workplace (Dawson, 2001; Hornstein, 2001).

3. What Causes Organizational Change? Change occurs because of the driving factors that triggers the needed change which is commonly caused by internal and external environmental factors. Cummings and Worley (2008) highlighted the details of these factors as applied to the workplace/environment settings. Internal factors encompasses the changes that relates to the structural, strategic, people-centred and process-oriented while the external factors has something to do with the economic, technological, economic, socio-cultural and physical forces.

4. Individual Benefits Professional Growth: Effective leadership and management enable individuals to develop their skills and expertise. Job Satisfaction: Good leadership creates a positive work culture, leading to higher job satisfaction. Career Advancement: Opportunities for learning and development can lead to career progression. Adaptability: Employees exposed to effective leadership are better equipped to adapt to organizational changes.

5. Organizational Benefits Enhanced Productivity: Skilled leadership and management can boost employee productivity, leading to improved overall performance. Innovation: A culture that encourages change and development can stimulate innovation and creativity within the organization. Employee Retention: Effective leadership contributes to a positive work environment, reducing turnover and associated costs. Competitive Advantage: Organizations that adapt to change efficiently have a competitive edge.

6. Value on Staff Development: Continuous Learning: Staff development programs promote ongoing learning and skill enhancement. Leadership Pipeline: Developing employees for leadership roles internally reduces the need for external hires. Employee Engagement: Staff development demonstrates the organization's commitment to employee growth, leading to higher engagement. Succession Planning: It helps identify and groom future leaders, ensuring long-term organizational sustainability.

7. Summary and Conclusion In summary, effective leadership and management practices benefit both individuals and organizations. They foster personal and professional growth, improve productivity and innovation, reduce turnover, and contribute to a competitive advantage. Staff development is valuable for nurturing talent, building a leadership pipeline, engaging employees, and planning for the organization's future success. To conclude, change allows staffs and employees to hone their knowledge, skills, abilities and attitudes to perform productively. Acquiring flexibility brought about by change will enable organization to be competitive and be relevant with the changing demands of the world.

8. Kurt Lewin's change model: A critical review of the role of leadership and employee involvement in organizational change by Syed Talib Hussain et. al

9. What is Lewin’s Change model Kurt Lewin's change model, often referred to as the Lewin's Three-Step Change Theory, is a foundational framework in the field of organizational change management. It was developed by Kurt Lewin, a pioneering social psychologist, in the mid-20th century. There are three key stage s: Unfreezing Changing Refreezing

10. Unfreezing In this initial stage, the status quo is disrupted. It involves creating awareness and motivation for change by recognizing that there is a need for change within the organization. Key activities include identifying the problem or opportunity for change, communicating the reasons for change to all stakeholders, and reducing resistance to change. Unfreezing is often compared to melting the existing mindset and habits within the organization to make it more receptive to change.

11. Changing This is the central stage where the actual change takes place. It involves introducing new practices, processes, behaviors, or structures to achieve the desired goals or address the identified problems. Key activities include planning and implementing the changes, involving employees in the process, and providing training and support to facilitate the transition. The changing stage is often characterized by uncertainty and resistance, which need to be managed effectively.

12. Refreezing In the final stage, the changes are reinforced and integrated into the organizational culture. The goal is to make the new behaviors or practices the new "normal." Key activities include celebrating successes, recognizing and rewarding those who contributed to the change, and establishing new norms and routines that support the changes. Refreezing solidifies the changes and helps prevent a return to the old way of doing things.

13. Give a brief summary of the problem in this case To critically examine Kurt Lewin's change model, specifically focusing on the roles of leadership and employee involvement in the context of organizational change. The case aims to assess the effectiveness of this model in managing and facilitating change within organizations, with a particular emphasis on the leadership's role and the level of employee engagement and participation in the change process.

14. Main Issues and disagreement on Kurts Lewin’s change in model

15. Model's Applicability to Modern Business Context: Main Issue: The main issue is whether Kurt Lewin's change model, which was developed in the mid-20th century, is still applicable and effective in today's rapidly changing business environment characterized by digital transformation, globalization, and increased competition. Disagreement: Some argue that the model may need to be adapted or supplemented to address contemporary challenges, while others believe that its fundamental principles are still relevant if applied thoughtfully.

16. Leadership's Role in Change: Main Issue: The central question is whether the model provides sufficient guidance on the role of leadership in facilitating change. Does it adequately address the need for adaptive and transformational leadership in modern change initiatives? Disagreement: Some argue that the model's focus on leadership's role is too simplistic and needs to incorporate more contemporary leadership theories, while others maintain that it offers a solid foundation for leadership in change.

17. Employee Involvement and Resistance: Main Issue: The key issue here is whether the model provides effective strategies for managing employee involvement and addressing resistance to change. Does it recognize the complexity of employee reactions and provide adequate tools for engagement? Disagreement: Some contend that the model's treatment of employee involvement is insufficient and that it should incorporate more comprehensive approaches to managing resistance, while others believe it provides a suitable framework when supplemented with additional strategies.

18. Measurement and Evaluation of Change: Main Issue: An important consideration is whether the model offers clear guidance on how to measure and evaluate the success of change initiatives. Does it provide appropriate metrics and evaluation criteria? Disagreement: Some argue that the model lacks specific measures and that organizations need to develop more robust evaluation methods, while others believe that the model's emphasis on the "refreezing" stage inherently includes evaluation mechanisms.

19. Cultural Sensitivity and Diversity: Main Issue: In today's diverse and multicultural workplaces, there is a need to assess whether the model adequately addresses issues related to cultural sensitivity and diversity and whether it can be applied across different organizational cultures. Disagreement: Some suggest that the model may need cultural adaptations and considerations, while others argue that its principles can be universally applied with appropriate cultural awareness.

20. Summary of the Problem In essence, the areas for consideration within the context of Kurt Lewin's change model revolve around its applicability in contemporary business settings, the adequacy of its guidance on leadership and employee involvement, and its effectiveness in addressing the complexities of modern organizational change. Disagreements often center on whether the model needs modification or supplementation to address these issues or whether it remains a valid framework when applied strategically and thoughtfully.

21. Conclusion on Kurt Lewin's change model: A critical review of the role of leadership and employee involvement in organizational change

22. Despite the ever-evolving nature of the business landscape, Kurt Lewin's change model has demonstrated its enduring relevance. The three-stage framework of unfreezing, changing, and refreezing continues to offer a solid foundation for understanding and managing organizational change. While Lewin's model provides a foundational understanding of leadership's role, contemporary change initiatives often necessitate more adaptive, transformational leadership styles. Organizations should look to integrate insights from modern leadership theories to better guide their change efforts. The importance of employee involvement and engagement during change remains paramount. To optimize the benefits of Lewin's model, organizations must supplement it with more comprehensive strategies for involving employees, gathering feedback, and addressing resistance.

23. Recognizing that one size does not fit all, organizations should embrace a flexible approach to applying Lewin's model. Tailoring the model to fit specific contexts and adapting its stages to suit the nuances of each change initiative can lead to greater success. The model's inherent emphasis on the "refreezing" stage as an evaluation mechanism is a strength. However, organizations must also develop specific, tailored metrics and evaluation criteria to effectively gauge the success of their unique change initiatives. In today's diverse workplaces, the model can serve as a universal foundation, but it should be applied with cultural sensitivity and adaptability. Acknowledging and embracing diversity in all its forms is essential for successful change management.

24. Recommendations Incorporate Empirical Data Methodological Clarity Comparative Analysis