Professional Documents
Culture Documents
Questions
You are required to produce a report describing the impact of change within your own
organisation (or one that you are familiar with). You should include :
4. A description that compares at least four approaches to change with the process in
use within the organisation
5. Describe at least three different approaches and 3 behavioural responses seen when
change occurs in an organisation.
Prepared by:
July, 2012
INTRODUCTION
Centre for Instructor and Advanced Skill Training, better known as the Centre for
Instructor and Advanced Skill Training (CIAST) is located in Shah Alam, Selangor.
CIAST began operations in 1983 with financial assistance from the Japanese
Government under the ASEAN Human Resources Development Project and regulated by
the technical experts and management from Japan through JICA until 1991.
Leading organization in developing and strengthening the teaching for world class instructors.
Mission
Objective
- To produce instructors to meet the requirements for the country skills training institutions
- To improve the teaching instructors on an ongoing basis in skills and training methodology
in accordance with technological developments
- To establish and implement the teaching instructor qualification and licensing system
- To promote positive values, positive attitudes and a healthy culture for teaching instructors
Centre for Instructor and Advanced Skill Training (CIAST) Clients Charter
We at the Centre for Instructor and Advanced Skill Training (CIAST) has been entrusted to
produce and enhance the skills required of instructors trained by the country. Thus:
We are committed in developing teaching and learning materials to enhance the delivery
of accredited training center of public and private sector in accordance with the industry
requirements of the country;
In conducting the responsibilities entrusted to the Centre for Instructor and Advanced Skill
Training (CIAST), excellent and friendly service to be our top priority.
LOCATION MAP
Selangor.
WHY CIAST NEED TO CHANGE
External factors
1. Changes in Technology
There is a change in technology in the institution environment and other institutions
adopt the new technology, CIAST under focus become less cost effective and its
competitive position weakens. Therefore, CIAST has to adopt new technology, its
work structure is affected and a new equilibrium has to be established.
3. Social changes
Social changes reflect in terms of people’s aspirations, the needs, and their ways of
working. Social changes have taken place because of the several forces like level of
education, urbanization, feeling of autonomy, and international impact due to new
information sources. These social changes affect the behavior of workers at CIAST.
There, it is required to make adjustment in its working so that it matches with
employees behaviour.
4. Political and legal changes
Political and legal factors broadly define the activities which CIAST can undertake
and the methods which will be followed by it in accomplishing those activities. Any
changes in these political and legal factors may affect CIAST operation.
Internal Factors
The nature of work force has changed over a passage of time. Different work values
have been expressed by different generations. Workers who are in the age group of 50
plus value loyalty to their employers. Workers in their mid thirties to forties are loyal
to themselves only. The youngest generation of workers is loyal to their career. The
profile of the workforce is also changing fast. The new generation of workers has
better educational; they place greater emphasis on human values and questions
authority of managers. Their behavior has also become very complex and leading
them towards CIAST goals is a challenge for the managers. The employee turnover is
also very high which again put strain on the management.
In many cases, CIAST changes take place just to avoid developing inertia or
inflexibility. CIAST management take into account this view of organization that
CIAST should be dynamic because any single method is not the best tool of
management every time. Thus, changes are incorporated so that the personnel
develop liking for change and there is no unnecessary resistance when major change
in CIAST are brought about.
3 WAYS CHANGES AFFECT CIAST
Staffing
CIAST change create the need for the HR department to focus on staffing issues. CIAST
organizations undergoing rapid growth may need to add more employees, so HR may
have to focus on expanding its recruiting base or structure compensation programs to
attract more talented workers. CIAST require HR to develop severance packages and
carry out employee terminations. HR workers may also have to alter job descriptions for
the remaining workers if the layoffs result in a change in job functions.
Greater Communication
CIAST change is a time of widespread confusion, resulting in the need for the HR
department to open the channels of communication with employees. In addition to
keeping employees informed about what to expect during each step of the change process
through methods such as written communications and possibly group meetings, HR also
encourage input and feedback from the employees. The feedback can let HR know how
well changes are being received and whether adjustments may be necessary.
Developing a Plan
1. Positive Vision
There are CIAST’s employees who look at the bigger picture and visualize the
possibilities. Their positive attitude toward change is based on a broader awareness of the
marketplace, the specific industry and their competitive position in it; and an absolute
trust in CIAST’s leadership. Because they feel positive about CIAST’s future, these
employees generate a positive vision to their co-workers and encourage them to have
trust during times of change and confusion.
2. Enthusiasm
Some employees naturally approach life and challenges more enthusiastically than others.
Enthusiastic employees embrace change. Instead of trying to pick apart a proposed
change and find all the ways it won’t work, they see it as a natural part of an CIAST’s
evolution. Head of Programme lucky enough to have enthusiastic employees need to
support and nurture them, because their enthusiasm can infect other employees and help
make the implementation of change much more palatable for everyone.
3. “This is a challenge!”
Some of CIAST’s employees view change as a challenge, but are sure they can rise to the
occasion, since they feel they have what it takes to be contributing team players when the
change affects their work world. They remain open to new ideas, ask questions and feel
confident in their ability to acquire the knowledge needed to complete the task. They
exhibit a ―can do‖ attitude in their approach to change. They may admit that the task is
difficult, the procedure a bit cloudy, and the outcome unknown or questionable, but they
are committed to rising to the challenge!
Behavioural responses seen when change occurs in CIAST
1. Anger
Some of CIAST’s employees are so resistant to change that they become frustrated and
angry. Their anger may be repressed, causing an increased stress level; or overt, resulting
in emotional outbursts. Whether repressed or overt, anger is a typical reaction when
employees feel a loss of control over their work environment, or worry that their job
security is being threatened.
3. Panic!
Some of CIAST’s employees, finding comfort in a predictable routine, panic at the mere
mention of change. They worry about changes in the way they normally proceed with
their jobs. They may resist, not out of stubbornness, but out of fear about how the
changes will impact them personally. They may be too plagued with panic to deal
rationally with the ―new regime,‖ and some may actually become physically ill.
3 WAYS HR SUPPORT INDIVIDUAL DURING CHANGE
How will this change affect me? What do I need to do now? How will my participation
be measured? What’s in it for me when I comply? That missing link in the
communications chain is why resistance begins to percolate near the beginning.
CIAST’s HR utilized recognition to create role models who underscore that successes can
indeed be had using the new system or tool. And, CIAST’s HR leverage the reporting and
diagnostic assets within the recognition platform to better identify employees who may
be slow to adjust; individuals who need additional training or motivation to transition
completely. CIAST indeed have a lot riding on their ability to change the way they do
things. In tracking the success of any change initiative, most companies default to high
level measures; aggregate financial gains, operational efficiencies and customer
satisfaction improvements. And while these outcomes are clearly important business
barometers, they are also lagging indicators.
In other words, they did little to chart the pathway toward sustained change and they did
not isolate the relationship between utilization and results on an individual level. They
provided no diagnostic insight into how to expedite acceptance, promote utilization and
counter resistance. The inherent reporting and tracking devices within employee
recognition systems provide much more utility. Using these platforms, CIAST HR
isolated the cause and effect of employee behavior with more certainty and used that
knowledge to drive key behaviors toward desired outcomes. Armed with this data,
CIAST HR pinpoint where and when the change is being embraced (or rejected) and do
so accurately right down to the individual level. That precision provides the added ability
to target audiences for pertinent follow-up communication. And by linking appropriate
awards with expected actions, CIAST HR used the system to provide the impetus needed
to motivate pockets of employees teetering on resistance.