Managing change and conflict

To be actively involved in the world and the marketplace, organizations face a continuous change. That is why we speak of the organization as a dynamic entity. Change is a common way for a company to adapt, improve or evolve.

This module talks about two types of change, the change has been planned in advance, and the change that is imposed on the organization (regulations).

Whether any type of change, the reasons for which an organization transforms may vary, there are external forces and internal forces. External forces are those such as globalization, technology, diversity in the workforce, among others. The internal forces are described by the attitude and expectations of employees, and the situations and results derived by the crisis or financial loss.

Surely we can describe the change as inevitable and manageable. Companies often face competitive environments, where the improvement of products and the search of the process optimization is a constant. Likewise, individuals within the company are changing; who is now in command may not be in charge tomorrow. But all these variables or conditions may be modified and managed.

We can talk about small changes, such as those that occur when you upgrade the technological tools of a company. There are strategic changes, which are slightly larger, such as restructuring or entering a new business. Other changes are radical, like when the organization changes its core business.

To change, individuals often react in different ways. The unknown always involve some resistance at first. Individuals may express positive or negative feelings to change. Negative feelings are a normal response against what is a threat.

To address the change in a positive way, the leaders of the organization must increase and improve the communication, trying to express in an assertive and rational way what is happening in the business. Participation in the change is also a useful tool and demonstrates commitment. Another tool that is favorable is the support in the process, motivating and advising.


Questions

1. Ubuntu at the workplace:

• It’s Ubuntu present at the workplace, it there a link between this philosophy and organizational culture?

As the document: Building competitive advantage from Ubuntu explains, Ubuntu philosophy is manifested in many ways the organization. The language and communication, time management perspective, the way in which decisions are made, the importance of age and beliefs, are elements that are manifested in the organizations of South Africa regularly.

As the Professor Dani W. Nabudere saied in his text Ubuntu Philosophy. Memory and Reconciliation: “… Ubuntu philosophy, in its different settings, is at the base of the African philosophy of life and belief systems in which the peoples' daily-lived experiences are reflected”. This appreciation leads us to confirm that the African philosophy is present in the organization, as part of the individual's life.

As philosophy and way of life, Ubuntu is part of African culture and is part of the organizations whose members believe in this philosophy. This philosophy and organizational culture are linked, since the Ubutnu helps internal integration, because it allows members of the same organization know how to interact between them.

Ubutnu philosophy also provides stories, symbols and structures of power in the organization. As explained in the document proposed by the teacher and mentioned above, respect for elders, their knowledge and wisdom, determine to some companies operating in Africa, the way the organization is structured and how are awarded by within it.

• Please select and explain 3 aspects of organizational life that evidence the presence of Ubuntu at the workplace.

• Organizational aspect which is evident in the Ubutnu philosophy is in the timing. Time is seen as a whole, not fragmented as in Western culture, is also an element that can cure. In Western culture we tend to say that "time is money", try to spend our time in large part to business and maximize our profits. In Ubutnu philosophy, rather than use the time to maximize profits in business, is used as a time to improve the lives of the community, even when harm personal finance.

• Another aspect in which organizational philosophy is evident is in the decision making process. Not only seeks greater profitability for the organization, it seeks also to ensure the welfare of the collective. Rather than seek a consensus to maximize profitability for the organization, it seeks also to ensure the welfare of the collective. Making a decision is not only a democratic consensus; it is to get a result that favors the community.

• Finally, another aspect that shows the presence of Ubutnu Philosophy is the way that individuals relate within the organization. Co-workers are seen as brothers or sisters, and are treated that way. The organization is seen in some form sa extended family, so apply the collective thought: "I blong, Therefore I am".

2. African Bank Miners Credit – case study:

This case study illustrates the main difficulties faced in a process of merging two companies and the role played by culture. It is very important that in this section, you try to build relevant links between the 2 readings and your research about change theory.

• Please identify and explain 3 strategies used by the acquiring company in order to facilitate the change process through the use of Ubuntu.

As we saw in class, some changes occurring in the organization are planned. This happened to African Bank Miners Credit when it bought a controlling stake in the National Union of Mineworker's (NUM's). This was a change of strategic character, it was a larger change.

The company had to find a way to harmonize the process of splicing, and therefore relied on the Ubuntu philosophy as it's common knowledge in the South African region. “The Ubuntu It is a traditional African philosophy that gives an understanding of us as human beings in relation with the rest of the world.” (1) That's why it becomes a way of explaining the change and the individual's relationship with the organization

One strategy was the presence of the drum in the organization. The drum is an example of how the Ubuntu philosophy and the organization are linked, in addition, the drum is also a symbol of communication, and communication is one of the strategies for managing resistance to change.

As a strategy to explain how they wanted to grow in the market, the Company use the history of the bird and the badger. In this way it was explained that in order to grow as an organization it was needed to work together. Additionally, this idea is also supported by the Ubuntu philosophy, which says that what is good for the individual is good for the group and vice versa.

To remember the strategy being carried out, and to improve the understanding of this, the organization used as a strategy to resort to storytelling, which is common in the Ubuntu philosophy also used what they called "Our Ubuntu" booklets where employees could contribute to the success of the company.

References:

Mangaliso, Mzamo. 2003. Building competitive advantage from Ubuntu. In Thomas, David Clinton, editor, Readings and cases in International Management: Across-cultural perspective.

(1) David Suze Manda (2009) “Ubuntu philosophy as an African philosophy for peace.”

Barney Erasmus, Ben Swanepoel, Marius Van Wyk, Hans Schenk (2003) “South African Human Resources Management: Theory & practice”, Third edition, pp. 363- 364

Images taken from:

http://blog.leadingresources.com/wp-content/uploads/2008/08/managing-change.jpg

http://www.the2ccompany.com/images/conflictmanagement.gif