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is pretty low, only 49 points. This signifies their inability to handle conflicts, which is one of the key weaknesses that stop changes in management from occurring. Furthermore, they also discovered that the lowest values in the survey are in the main five areas namely: co-worker trust development, implementation of decisions, communication about the future, co workers involvement in planning and the ability to handle conflicts. The scores obtained in these areas range from 34 to 46, which are relatively low based on the maximum score. To conclude, this department is proven to have strength in being supportive but weak when it comes to decision making. The presence of indecisiveness explains the origin inability to handle conflict and the character of being supportive leads to the development of trustful relationship between workers (Ingholt & Rasidovilc, 2008).

The other department however, showed their key strength in their decisiveness and weakness in communication about the future. Another set of criteria showed the key strength in the ability to handle conflicts but weak in the co-workers involvement in planning. In comparison to the general grading result in IKEA, these results are fairly good. Thus the association in this department is that managers in this department are decisive enough to overcome the conflicts but weak in communication about the future which explains the poor involvement of the co workers in the process. In addition, the two departments gave an overall average score of 84.7 in regards to their leadership performance.

Ingholt & Rasidovilc (2008) states the difference for each department in accordance to Kotter’s implementation model. The workers in Department 1 felt that the necessity of change was not well communicated which leads to resistance. This is confirmed by Kotter’s most common error in the first step “High level of complacency which undermines urgency”, which is often caused by lack of communication. The worker also did not feel the presence of a leader which explains the error in the second step: “lack of a powerful, guiding coalition”. Furthermore, lack of vision communication has led to error in step three. In Department 2 on the other hand, the co-workers perceived the vision and strategy being communicated to individuals. It is possible that the strong communication among the workers has reduced the presence of resistance.

建议---Recommendation

Communication is very crucial in conducting change management. Leaders are ought to be able to keep the workers well informed and create an understanding while also create opportunities to get them involved in the process. Leaders must also be able to identify the needs throughout the process. By doing this, the right leader can be identified and will create the best possible opportunity for the department to develop. Lastly, it is also important to make decisions based on what was informed and needed besides ensuring that they are being implemented.

参考---Reference

Ingholt, L. T. & Rasidovic, M., 2008, Change Management-A research at IKEA of Sweden- Power& Resistance, Vaxio University.
Kotter, J., 1996. Leading change, Boston: Harvard Business School Press.
Kotter (2012), J., 2012, The 8-Step Process for Leading Change, Kotter (2012).

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