Change Management Questionnaire

Alex Reed
University of Phoenix
December 20, 2010
ORG/6502
Gerald Ingersoll

McShane – Von Glinow (2008) refer to organizational structure as the division of labour as well as the patterns of formal power, coordination, communication, and workflow that direct organizational activities. Johanson (2000) suggests that organizational structures are frequently used as tools for change because they establish new communication patterns and align employee behaviour with the corporate vision. Kurt Lewin developed a landmark, three-stage organizational planned change theory model which explains how to initiate, manage, and stabilize the organizational structure change processes Johanson was referring too. Colvin’s (2007) assumptions of Lewin’s model were that the change process had to involve new learning; the elimination of current attitudes, behaviours, or organizational practices; and there needed to be some form of motivation to change. Colvin went on to imply that employees were a central part of any organizational structural change, that change would only occur when the employees changed, and that effective change requires continuous reinforcement of the new behaviours, attitudes, and organizational practices. Colvin concluded that resistance to change is found even when the goals of change are highly desirable.

McShane – Von Glinow (2008) indicated that according to various surveys, more than 40 percent of executives identify employee resistance as the most important barrier to corporate restructuring or improved performance. According to Stansfield (1998), this is consistent with a survey in which most employees admitted they don’t follow through with organizational changes because they “like to keep things the way they are” or the changes seem too complicated or time- wasting. Employee resistance comes in many