Please enable JavaScript.
Coggle requires JavaScript to display documents.
Learning Unit 2: Lewin Change Model, Downsizing - Coggle Diagram
Learning Unit 2:
Lewin Change Model
Unfreezing Beliefs
Most complex stage
• People natural inclination to resist change
• Proper preparations for change – new vision new prospects
• Staff must buy into process on individual level
• Understand worth of doing things - new or better way
• Assisted in understanding new approach - how it benefits org + employ
Overcoming resistance to change
Different methods used to inform staff of positive results of doing
things differently – info sessions, meetings, posters, forums
Self-reflection emphasized - drive towards change come from staff
Not from management orders
Management –drivers of organisational change + set example for staff
Making the change
During changing behaviour phase –making actual change +implementing new
belief system
• Old practises changed for new routines and methods
• Role of leaders crucial – guide org + employ through process
• Sufficient and consistent support for staff
• Staff should buy into process and change individually (methods, behaviour
and systems) If forced without understanding – rejected
Freezing Beliefs
After change implemented – freeze
• New practises and thought processes become part of org culture
• Leadership reinforcement of new practises (Implemented and controlled)
• Publicise effectiveness of new system to staff
• Reward and recognition
Managing job stress
Monitor diet and drinking habits – healthy + exercise
▪ Anti stress techniques – time management, exercise, relaxation
▪ What employees can change and not – help them cope with
personal problems – better able to cope with job problems
▪ Support network for staff to alleviate stress – counselling
▪ Taught symptoms and effects of job stress – help reduce family related
stress also
▪ Counselling – staff exposed to acute stressors – shootings, hijackings –
arranged by HR –health and wellness
Types of Organisational Change
TQM,Downsizing and Reengineering
Reengineering
Main Causes of Job Stress
Type A
Personalities,
Type B
Personalities,
Self-efficacy
Organisational Culture
Org culture significant in the study of org behaviour
Contributes to the enhancement of org key functions an capabilities
Culture – should enable staff to fit in as org members
Good fit between org and individual necessary for org performance
Distinctive pattern of shared assumptions, values and norms that shape the socialisation
activities, language, symbols, rites and ceremonies of an or
New entrants inducted and familiarised with how thing are done
Informs staff how to perceive, think, act and feel as members of the org
Main Causes of Job Stress
Type A
Personalities
Highly competitive
Work under constant pressure
Easily frustrated and find it difficult to relax
Job and task fixed
Use sarcasm
Type B
Personalities
Less competitive and concerned about time
More patient and have a lower sense of urgency
More relaxed and don’t display anger and hostility easily
Downsizing