Activity 1: Your Job Is Change

Chapter 10: Managing change

Activity 1: Your Job is Change

Change agents andchange insurgents

An organisation’s ability to change is recognised as a vital capability in today’s business environment. To ensure change is achieved, individuals within organisations must take on specific roles, such as that of the change agent as discussed in Chapter 10. The article ‘Your Job is Change’ at the notion of the change insurgent.

In what way does this role differ from that of the change agent? Is it just another term for the same concept or is there a significant difference in the roles as described in the article and the chapter? Explain the importance of any differences you identify.

Activity 2: Achieving Change in the Organisational Context

Change management

The management of change has been identified as a distinct area within management literature. As the importance of managing rather than merely reacting to or coping with change has been recognised, a huge number of consultants have emerged promoting ‘change management’ services.

Read the following articles regarding change management:

One of the guidelines offered for achieving organisation wide change is to use an external consultant. Drawing on the information in this article and that provided in Chapter 10, discuss why it may be beneficial to use an external consultant in a major change program. Under what circumstances do you think an external consultant would be of greatest use? What is the potential downside to using an external consultant in a major change initiative?

Activity 3: Managing After Downsizing - A Manager's Guide to Coping with Layoffs

Managing after downsizing

Managing a major downsizing operation is an enormous challenge to any manager. But where do you go from there? Managing the next phase after downsizing requires understanding of the change process that has occurred, as well as the new phase that is beginning. The article ‘Managing After Downsizing - A Manager's Guide to Coping With Layoffs’ by John E. Shepler at explores these issues.

Do you agree that managing after downsizing requires significant change management skills? What do you think are the most important elements for a manager to consider during this phase?

Activity 4: Transitions - Managing Personal and Organisational Change

Managing personal and organisational change

Managers can sometimes forget that employees do not live in the vacuum of the organisation. It is important for managers to remain aware that their employees have a real and significant existence completely separate from their position within the workplace. However, the two spheres can and often do impact upon one another. Significant life events external from the organisation can impinge upon the employee’s abilities in the work setting. How can managers and their employees effectively address this issue? Read the article ‘Transitions - Managing Personal and Organisational Change’ by Dai Williams at

Attempt the lifeline exercise at Did you find this useful in terms of your own change management planning? Why or why not? Using the principles set out in this article and in Chapter 10, consider how both employees and managers can best prepare for, plan, and react to change that is of a personal nature in origin but is also affecting the organisation. Discuss what you consider to be the advantages and disadvantages of an employee’s personal circumstances being openly discussed with and catered for by management.