MBA401 Assessment
Renaaz
MBA401_T2_2021_Week_3.pdf
People, Culture and
Contemporary
Leadership
Workshop Week 3
Organisational Change
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2
Workshop Objectives
LO1 • Explain the nature of change and its impact on
an organisation.
LO2 • Detail how organisations manage change in an
uncertain and chaotic environment.
LO3 • Identify and adapt the most appropriate change
management models for modern contexts.
Corporate Culture After COVID-19
• As virtual work becomes the norm, how will culture be built without day-to-day [in person] interactions?
• Emotional challenges, psychological safety, trust, interconnectedness, will be core functions
• Three cultural pathways will become the norm: – Strengthened and enhanced
– Adaptive and recalibrating
– Arrived and deprived
https://www.inc.com/mark-coatney/corporate-culture-after-covid-19.html
COVID-19 and Organisational Culture
Culture of innovation
Culture of integrity
Culture of quality
Culture of respect
Culture of teamwork
Culture of people
Culture of technology
Li, K., Liu, X., Mai, F., & Zhang, T. (2020). The role of corporate culture in bad times: Evidence
from the COVID-19 pandemic. Available at SSRN 3632395.
Culture in a post-COVID world
6
GROUP ACTIVITY:
In groups of 3 or 4:
1. Identify an organisation that will almost certainly be
very different in a post-COVID world such as an
airline, a travel business, an international education
provider, a tourist destination, etc.
2. Determine at least one strategy for each of the seven
aspects of culture on the previous slide that in unison
would strengthen the organisation’s overall culture.
Organisational Change
Organisational change is the action a business takes to change any of its underlying
components, such as processes, culture, people, product, infrastructure, or technology.
It offers a path for companies to become and remain competitive in a rapidly evolving global
economy where evolution is essential for success.
https://online.hbs.edu/blog/post/types-of-organizational-change
Change Models
1. Lewin's Change Management Model
2. McKinsey 7 S Model **
3. Kotter’s Change Management Theory **
4. ADKAR Model
5. Bridges' Transition Model
6. Kübler-Ross Change Curve **
7. Leavitt’s Diamond
McKinsey 7S Model
https://www.mckinsey.com/business-functions/organization/our-insights/the-psychology-of-
change-management
Shared values
Style
Skills
Systems
Structure
Staff
Strategy
Change in a post-COVID world
10
GROUP ACTIVITY:
Remaining with the same organisation as the earlier
activity:
1. Identify a change that, if implemented in a post-COVID
world, could potentially assure its long-term viability.
2. Determine at least one strategy for each of the seven
McKinsey components that would strengthen the
change’s probability of success.
Kotter’s Change Management
Theory
(Kotter, 1996)
Change in a post-COVID world
12
GROUP ACTIVITY:
In groups of 3 or 4:
1. Identify a change that may be imposed on an industry
in a post-COVID world such as vaccination passports,
de-globalisation, long-term remote work, etc.
2. Reference each of the eight Kotter steps to develop a
set of solutions on how the change can be
implemented effectively across the industry.
Kübler-Ross Change Curve
https://www.ekrfoundation.org/5-stages-of-grief/change-curve/
Spectrum of Organisational Change
• Adaptive Change – Small, incremental adjustments that fine-
tune existing processes, products, and company culture, and don’t fundamentally change the organisation.
• Transformational Change – Bigger in scope and refers to a dramatic shift in
some basic structure of the business itself—its strategy, culture, organisation, physical structure, supply chain, or processes.
Planned/Unplanned Change
PLANNED CHANGE
• Products and services
• New administrative
systems
• Org structure or size
• Intro of new tech
• Advances in info/data
management and
processes
UNPLANNED
CHANGE
• Employee demographics
• Performance gaps
• Government regulations
• Global economic
competition
• COVID-19
Planned/Unplanned Change
16
GROUP ACTIVITY:
• Brainstorm 5 examples of planned
change.
• Brainstorm 5 examples of unplanned
change.
Discuss!
Change
• Reactive Change refers to planned
interventions by organisational leaders to
address performance gaps.
• Proactive Change, in contrast, refers to
planned interventions by organisational
leaders to address opportunity gaps.
Workshop Objectives
LO1 • Explain the nature of change and its impact on
an organisation.
LO2 • Detail how organisations manage change in an
uncertain and chaotic environment.
LO3 • Identify and adapt the most appropriate change
management models for modern contexts.
References
• Carine, R 2020, Maintaining performance and employee engagement during the COVID-19 Pandemic, Journal of Library Administration, vol. 60, no.3. pp. 653-659
• John, M, Amisa, J & Greenwood, R 2021, Organisational change in a (post-) pandemic world: rediscovering interests and values, Journal of Management Studies, vol.58, no.3, pp. 582-586
• Lauer, T 2021, Change management fundamentals, 1st edn, Springer, Berlin, Heidelberg
• Lee, J 2020, Accelerating organisation culture change: innovation through digital tools, Emerald Publishing, Bingley, UK
• Robbins, S 2020, Organisational behaviour, 9th edn, Pearson Education Australia
• Waddell, D, Creed, A & Cummings, T 2019, Organisational change, Cengage, Australia
Supplemental Resources
• Drucker, P 1985, Innovation and entrepreneurship: practice and principles, Harper, New York
• Frederick, H, Kuratko, D & Hodgetts 2007, Entrepreneurship theory process practice (Asia-Pacific Edition),Thomson Learning, Australia
• Gleick, J 1987, Chaos: making a new science, Penguin Group, UK
• Kotter, J 1996, Leading change, Harvard Business School Press, Boston, MA
• Mathews, C & Brueggemann, R 2015, Innovation and entrepreneurship: a competency framework, Routledge Press, UK
