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HRM3704 SU 11 REVIEW
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- University Of South Africa (Unisa)
STUDY UNIT 11 REVIEW QUESTIONS
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Chapter 11 - Answers to review questions in textbook, page 2781. Provide examples of internal and external triggers to organisational
change.
Answer: (Sec 11.1)
- Internal triggers to change
● technology: the term "technology" can be used broadly here to refer to
the use of new machinery and tools and the associated way work is
designed within organisations to produce goods and services
● changing nature of customers: the needs of consumers change
constantly necessitating new products and services
● people: new HRM initiatives such as team-based working arrangements
necessitate the retraining and multiskilling of employees
● administrative structures: the restructuring of administrative processes
and the redefining of authority relationships must be undertaken to
accommodate new work practices
- External triggers to change
● political: government laws and regulations can impact on an organisation
e.g. employment laws, pricing regulations etc.
● economic: no business functions in isolation and economic growth,
interest rates and the level of unemployment can impact on the way
business is conducted. Also the internationalisation of business can have
a major impact on how business is conducted
● social: organisations consist of people and changes in their lifestyle can
impact on how they are managed. Other issues of importance here are the
population growth, age distribution of the population and also leisure
interests
● technology: the rate of technological developments can also impact on
organisations e.g. the computerisation of business processes etc.
2. Common barriers to change can be rooted in three main areas.
Briefly discuss.
Answer: (Sec 11.1.2)
Individuals and organisations are not inherently resistant to change. They
only put up barriers when they perceive the change to be threatening.
They therefore react to the threat and not the change. Whether change
will be perceived as threatening or not, will depend on the way it is
introduced. According to Gilley et al, common barriers to change can be
rooted in three main areas namely:
(1) in the organisation system (structure, policies, procedures etc.)
1
, (2) leadership/management (philosophies, capabilities and actions)
(3) the human dimension
There are number of common barriers within each of these three areas.
Refer to table 11.1 for a detailed list:
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