The Singapore Housing Development Board

As a result, Zwick (2002, p. 542) has noted that implementing change programmes in organisations that realise positive outcomes remain problematic for many organisations in the 21st century. Ayodeji & Oyesola (2011, p. 235) have postulated that organisational change is a dynamic process, which when taken poorly contribute to employee resistance to it, and eventually leads to failure of the whole process. 3|Page Organisation Behaviour; MGTS 1601; Individual Essay; Employee resistance to change Yuanli Zhang 43401163 Employees resist changes when they occur in the organisations for several reasons. Many organisations when they introduce changes are likely to stick to the ‘top-down organisational change’ process (Awasthy, Chandrasekaran & Gupta, 2011, pp.

In order to successfully and effectively implement change all of the employees should have a good understanding of how the changes will benefit the organization, their positions, and how it might impact their routines. To many employees the implementation of change is not always properly communicated, and the process of change on paper as it is being implemented can be threatening as well as confusing. Also, the people behind the scenes making the changes may not have taken specific details into consideration regarding effective changes that perhaps the employees

Implementing change in an organization is complicated. It is important that a manager understands their role and responsibilities for which could very well be the success or failure of an organization. A manager should know how to handle staff resistance, and the areas that require change. There are processes that help management with assisting their staff members with adjusting to change and concentrate on the areas of importance. This process includes planning, assessment, implementation, and evaluation. The difference between a failed organization and a successful manager is when the manager has the ability to implement change with little disruption to

“The images, metaphors, or frames that we hold, both of managing and of change, influence our ideas of what we think managing change is all about” (Palmer, Dunford, & Akin, 2009). As people we all see through our own eyes, we call see a different perspective and have a different reaction to what is coming next. As human beings we react differently to situations. Situations of change are transitions that some are able to adapt to quickly while others have a hard time. Being the leader of that change can be difficult and helping make a change does not come easily or effectively. Keep and Newcomer (2008)

Launching positive and results oriented strategies, the OD was able to: (1) develope team improvement presentations to the TCVP; (2) organize union team meetings; (3) develope creative newsletters; (4) institute feedback emails establishing improvement behaviors concerning all departments through agreed upon meetings; and finally (5) establishing report with the employees and unions to formulate effective strategies. All the while, the HRD and the PM refused to allow productive growth and thus attempted to terminate the OD employment. However, the TCVP prevented that

Two main reasons contribute to why I would love to become a Housing Ambassador. To help get many prospective and current students excited and involved in campus housing is the first reason. So many people shoot down on campus housing because of the price; however, people do not realize housing is more than just a room you pay for. You live here, study here, and have fun here. There are many events, free stuff, and free food that residence halls and RSA provide for students. I want to be able to show students that off-campus students do not have the same experiences as on-campus students. The second reason I would like to become a Housing Ambassador is for the experience. Ultimately, I would like to become a dean or chancellor of a college in my golden years. Being an Housing Ambassador would provide me with life-long experiences that I could take into my future careers as a business leader, politician, and dean/ chancellor.

The first step in driving the necessary change within the organization is to secure an outside consultant to serve as a change agent. The change agent will facilitate and guide the organizational development (OD) through process consultation intervention. In this process, it will be necessary to identify sources of resistance through Force field analysis. Once the sources are identified, one-on-one meetings and group meetings will be conducted to educate the employees on the changes and the reasons why change is necessary. This step will find the management team working to re-define the vision of the organization. As part of motivating the

| * Offers flexibility for people to decide where they want to live * Landlords are responsible for most of the maintenance of the property

Part three of the book “Beyond the Wall of Resistance” has two chapters and the title of part three is, “Narrowing the Gap the Next Time”. The first nine chapters of this book gave information on planning and implementing successful change. The final two chapters expand the information on change as it relates to hiring, monitoring the work of consultants, and selecting people to lead within the organization. Chapter ten, entitled “Expanding Your Ability to Apply What You’ve Learned”, gives a range of ways to apply the Cycle of Change and the three levels of support and resistance.

On 03/22/2016 Ms. Donna Williams stopped by the office to meet with HS De La Torre to discuss a Housing Plan in order to find any opportunities that family may be eligible to transition into permanent housing. The following was discussed during meeting:

Not only were the leaders impressed by the employees insights, they took action to address all of the problems. As a result, participation increased, communication improved, relationship between employees and management improved, and access to training and development opportunities were wide-spread. But most importantly, once the original change initiatives were introduced, employees embraced the initiatives, offered insights on how to improve their outcomes, and ensured their success.

This paper will explain the managers’ role within a company and their responsibility when implementing a change within a company. It’s not just the planning and organizing talking about what plans need to be placed in order to create a change in a company, but the manager must know what to expect and how to completely deal with staff to make a positive outcome for the team. In the end this paper will provide and explain the change process; assessment, planning, implementation, and evaluation.

Looking at three approaches by Freeman and Cameron’s (as cited in Lam, 2014, pg.137), we will consider the changes in work design, changes in technology and change in structure. In addition we will look at what Similarly and Cascio (as cited in Lam, 2014, pg. 137) suggest for steps to restructuring. In these steps the most important action is to communicate to all employees of what is being considered and what is going to happen. Also suggested is to seek employee’s input for making change which could include a round table meeting lead by Mr. Ramon

The public housing authority, Housing Development Board (HBD) was a very important aspect to Singapore’s basic shelter needs. In 2007, basic shelter needs were used for 3.7 million of Singapore’s population. Singapore is considered a city-state in South East Asia where the government is heavily involved. As a non-profit organization, the local government is responsible for overseeing and administering certain decisions and responsibilities of Singapore’s public housing. The Housing Development Board was mainly involved in the pricing, marketing and sales of the public housing authority (Jick & Peiperl, 2011).

In the review of the book, “Making Change Work: Practical Tools for Overcoming Human Resistance to Change,” I decided to summarize the major steps the book establishes. It discusses how to begin the change process by understanding your need for change, to the final step of the change process where an organization needs to implement changes. After summarizing the steps, I am going to show how the book relates to the textbook, Organizational Change: An Action-Oriented Toolkit, as well as giving a managerial implication.