Resistance Of Change And Change Management

As a result, Zwick (2002, p. 542) has noted that implementing change programmes in organisations that realise positive outcomes remain problematic for many organisations in the 21st century. Ayodeji & Oyesola (2011, p. 235) have postulated that organisational change is a dynamic process, which when taken poorly contribute to employee resistance to it, and eventually leads to failure of the whole process. 3|Page Organisation Behaviour; MGTS 1601; Individual Essay; Employee resistance to change Yuanli Zhang 43401163 Employees resist changes when they occur in the organisations for several reasons. Many organisations when they introduce changes are likely to stick to the ‘top-down organisational change’ process (Awasthy, Chandrasekaran & Gupta, 2011, pp.

Our textbook lists the four major reasons for resistance to change as inertia, misunderstandings, group norms and balance of power. Misunderstandings, while difficult to recognize and overcome, can be handled through training, by clearly stating the changes made and the expectations of the department, and by establishing a clear line of communication between officers and superiors. The department can handle group norms resistance by allowing officers to participate in the planning and implementation of the approaching changes. The balance of power is a struggle faced by many departments, and it can create significant resistance to change. Anytime a department is attempting to make a change to an officer autonomy or power there will be resistance, however, by factoring in this resistance and clearly establishing roles and role expectation,

In today 's economy, change is all-pervasive in organizations. It happens consistently, and frequently at fast speed. Since the change has turned into an ordinary piece of hierarchical motion, workers who oppose change can really cripple an organization. Resistance is an inescapable reaction to any real change. People actually race to guard the norm on the off chance that they feel their security or status is undermined. Folger and Skarlicki (1999) claim that "authoritative change can create doubt and resistance in workers, making it once in a while troublesome or difficult to actualize hierarchical enhancements" (FOLGER, 1999). If the administration does not comprehend, acknowledge and attempt to work with resistance, it can

Some many organizational change efforts fail to reach their intention, but the high-ranking sponsors often blame the disappointment on the employees and manager struggle to change at times. They really don’t know how difficult it is to lead and implement change effectively (Robbins, 2011). A good change does require good people skills. Employees resist change because employees can be very unsure about the loss of status or job security within the organization. This would mean the employees and there manager as well as their peers will resist technological changes. The employees will also endure fear of failure that could cause employees to doubt their ability to do the job/ or their duty. Those type of change employees are resisting because the employees are too worried about learning the new requirements. Peer pressure can be endured as well for employees when the employees start to resist change to protect their co-worker, and so will the manager to protect their work group. The human resources roles are planning and implementation, planning would be evaluation of

The more active the participants are in the planning, the less resistance there will be later (Sullivan & Decker). If staff does not trust leadership, does not share the organization's vision, does not buy into the reason for change, and aren't included in the planning, there will be no successful change, regardless of how brilliant the strategy (Goman, 2000). How people react to change is important to understand. Change takes an emotional toll on people, some more than others. It is important not to underestimate that toll and understand who will have a harder time adapting to change. Fear of change has many roots. Those roots can be a lack of trust, fear of failure, fear of loss of income or a belief that the change is unnecessary (Sullivan & Decker). By understanding the reason for the resistance a manager can help the employee overcome his or her fear and become a supporter of the change. The last two steps are to provide feedback mechanisms to keep everyone informed of the progress of change and evaluate the effectiveness of change (Sullivan & Decker). People need to be kept informed of the change process to minimize anxiety. Sometimes there are unexpected consequences to the change, and it is important to have a system in place for those consequences to be discussed and if needed more changes made in order to accommodate those consequences.

Change in an organization can be and usually is difficult for various reasons. Much of the difficulty is in the approach used to initiate change and the willingness to stay engaged and stamina to sustain change through to the end. Organizations can choose to lead by recognizing and implementing change, follow in the shadow of organizations leading the market, or get out of the way by standing still and eventually going under. With this said; if change was easily done and successful for every organization there would be no need for change management specialists and years

Large scale change is not a simple matter, the complexity and many moving parts can be distilled down into a couple models, however pulling off a successful transformation is extremely challenging. Unfortunately, the odds are not good for change. Research by John Kotter revealed that only thirty percent of change programs succeed. The main reasons for the failures are not related to resources or budgets, but behavior and more specifically, employee resistance and management behaviors that do not support the intended changes. These are the two leading causes that result in seventy percent of failures. Kotter first reported on this dismal success rate back in 1995, and quite honestly, there has been little progress at advancing the success of

In the process of using models and theories of change review I have identify five different models or theories of change. Discuss the validity and utility of these models. Therefore in the development of my project I have come up with three models and two theories which will help me develop my project. The American Airlines project will use them because they are most valid to the development of the project and fit in. The process consultation model lets the client's involvement can help to break down potential

In today’s society companies are finding that it is more demanding that they make changes in certain departments or in the entire company. May managers are faced with the question, “How do I make successful changes?” Another issue company’s face is the resistance to changes by employees. How can a company reduce the resistance from employees? What role do human

In his short story, A Rose for Emily, well-known American writer and Nobel Prize laureate, William Faulkner, narrates the consequences of people not changing with the times. He lived in the south when slavery was acceptable and includes this in many of his stories. Faulkner’s purpose is to emphasize to his audience that people must accept change and evolve or risk isolation and ultimately dying alone. Faulkner’s views on change are brought out effectively in “A Rose for Emily” through his use of setting, tone, and diction. This paper will explore these strategies used by Faulkner to convey to his audience the importance of being able to adapt to a dynamically changing world. It will also answer the question of whether or not Miss Emily

In the situation in our organization, the resistance to change is primarily due to the continuous, incomplete changes that occur. The process is not tested and there are system incompatibilities that are ongoing. The company is basically trying to file a square peg in round holes by not updating the servers to support the software. This is causing the employees and lower management to try to accommodate for the insufficiencies with various “fixes.” These are definitely issues that a growing organization has to address in order for change to be

In this assessment, I researched various articles besides the Uber one discussed last lesson, and found some interesting reading. First I found an article by Professor Robert G. Lawson about an individual who went against his position to teach others about something he learned about crime and how to keep everyone safe. There are many reasons why we have resistance to change, sometimes there is a misunderstanding for why it is necessary, uncertainty of unknown factors, many individuals are set in a certain pattern or routine. Quite often there is a lack of trust, the feeling that its’ only a temporary thing, lack of communication about change. One example I found was on a case study with Kodak, where kodak gained and was profitable but eventually

Change is inevitable in this world, how we handle it is what makes the difference. While most agree that change is typically a challenging issue for an organization it does not mean that is can not be accomplished with little to no upset. Be it a simple change or a major project there are strategies that can be used to make the change a positive experience for both sides of the change; but first an understanding of resistance to change must occur.

In order to examine this issue further, this research will look at a number of different sources. Contemporary managerial sources are explored in order to understand how other voices in the field are describing similar methods for change. First, popular structures for change management are examined, especially within their correlation to Palmer & Dunford (2009). This is followed with an extensive

Personal impact and fear of change are not the only causes of resistance by individuals during a change to business practices. The lack of respect and negative attitudes can also lead to employees resisting business change. If an employee lacks respect or has a negative attitude towards a person or department leading the change, then there are more likely to oppose the new ideas being implemented. Poor communication greatly impacts individuals’ accepted to new practices in a company. Typically if an employee is given new behaviors to adopt, but is given no reason, then that employee may reject the change. Upper management must effectively relate the value, need and benefit of the change to help get employees on board with new changes. The lack of individual input can also lead to resistance. Some individuals feel the need to be included in new ideas. When employees are not asked to be involved in changes, they may lack the vision of importance or will to change. A heavier workload can also cause opposition among employees. Employees may not embrace more systems and requirements needed