...many industries to change the way in which they do business in order to survive. Managers must find ways in which in to motivate their employees to overcome their employees natural resistance to change. Mangers must find ways to communicate a clear intent to diminish unknowns. Once clear goals have been created lay out individual goals to follow and Inspect their progress. Additionally, management must make sure that everyone is part of the plan and honor employee’s success in order to create a smoother transition with minimal resistance. A Business Owner Should Not be Able To Hire Or Fire Anyone Without Interference From The Government In recent history, many industries have suffered a severe economic downturn. Many industries across the board have changed in order to survive. The changes that the industries have endured can be categorized in the following manner: technological, environmental, and internal to the organization. Nevertheless, people are creatures of habits and once they become dedicated to a routine may have difficulty adjusting to changes. Most people tend to resist change when it is unexpected or unknown (Rue, 2014). “If it feels like walking off the cliff, blindfolded people will resist it” (Kanter, 2012). The second reason people resist change is because it lead to more work, which result in personal sacrifice in all affected employees (Rue, 2014). Change by definition is a departure from the past (Kanter, 2012). Additionally, change may signify a loss...
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...workplace, change is always taking place and often at a very quick pace. Change has become an integral part of the everyday dynamics of the workplace. Any workplace risks the chances of being forgotten, left behind, driven out of business by competitors, or face possible closure if they are not willing to make the necessary changes (Adenle, 2014). However, workplaces that do implement changes, no matter how major or minor, well designed, prepared, or planned they may be, there will always be employees that will be resistant to change (Adenle, 2014). There are many different reasons why employees are resistant to change in the workplace. One of the major reasons why employees often resist change in the workplace is because of mistrust, poor timing,...
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...Describe Lewin's change model and the systems model of change, and discuss the external and internal forces that create the need for organizational change. * Discuss Kotter's Eight Steps for Leading Organizational Change. * Discuss the 11 Reasons Employees Resist Change. * Discuss the process organizations use to build their learning capabilities and identify alternative strategies for overcoming resistance to change. Respond to at least two of your fellow students' responses. Try to respond to students who picked different statements. Kotter’s eight steps for leading organizational change include: 1 – Establish sense of urgency – Create reason for why change is needed 2 – Create guiding coalition – Get people with enough power and influence to lead change 3 – Develop a vision and strategy – Create plan to guide change process 4 – Communicate change vision – Implement communication strategy that constantly communicates new vision with others 5 – Empower broad based action – Eliminate barriers to change, encourage risk taking and problem solving 6 – Generate short term wins – Plan for short term wins, milestones to be met. Reward those who achieve these results 7 – Consolidate gains and produce more change – Coalition uses credibility from goal achievements/wins and creates additional change. More people are brought into the change process throughout the organization 8 – Anchor new approach in culture – Reinforce change by recognizing change and how it...
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...TITLE FACTORS CONTRIBUTING TO RESISTANCE TO CHANGE AMONG EMPLOYEES IN PERSPECTIVE OF ADMINISTRATION AND WORK AREAS IN HUMAN RESOURCE DEPARTMENT ACKNOWLEDGEMENT First of all, I would like to express my utmost gratitude to En. Osman Hassan, the Human Resource General Manager of Sabah Electricity Sdn Bhd, who has individually given his guidance throughout the practical training period. I would also like to express my appreciation to all lecturers and especially to my advisor, Miss Jacqueline Koh from the Faculty of Business Administration, Universiti Teknologi Mara Sabah and Universiti Teknologi Mara Shah Alam for their support and guidance in assisting me in this research. I would also like to express sincere appreciation to all staff of the Human Resource Department of Sabah Electricity Sdn. Bhd. for their time, guidance, tolerance and sharing knowledge while I was undergoing my practical training. Thank you for given me a chance to apply my theory knowledge to organizational practices. Last but not least, I would like to give appreciation for the inspiration and wisdom of many people that either directly or indirectly contributed to the completion of this research. Thank you. TABLE OF CONTENTS | |PAGE | |ACKNOWLEDGEMENT…………………………………………………….…… |ii | ...
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...Change and Innovation Sabrina Simms March 31, 2013 HCA/250 Vicki Campbell, RN, MSN, CPNP Every day it seems as if technology further advances, abilities that were once only thoughts decades ago; have now become today’s reality. Richards, (2013), “While many speak as if change is a reflection of the 21st century, the world has actually been changing for many, many years. The ability to manage that change effectively, especially in business organizations, is critical”. There are so many ways technology can better a workplace, and it is the job of management to provide training to the employees so the newest of technology can be of assistance to the organization. Change is inevitable; however, if not executed properly that change could be disastrous. As discussed by Richards, (2013), “The ability to manage that change effectively, especially in business organizations, is critical. The effects of change can be negative or positive. Successful management will ensure the latter”. Richards, (2013), suggests that management accept change because once management does change will be easier accepted by employees. Employees look to management for leadership; that being said, if management is united and strong less panic will set in amongst the employees. Practice openness, when an employee does not feel threaten by management or change an employee is more likely to listen. Management should solicit input and if management has successfully implement openness an employee will be...
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...According to Leedy (2009), change management has been defined as an organized, systematic application of the knowledge, tools, and resources of change that provides organizations with a key process to achieve their business strategy. Nel et al (2004) says, change is an ever-present feature of organisational life, both at an operational and strategic level. Therefore, there should be no doubt regarding the importance to any organisation of its ability to identify where it needs to be in the future, and how to manage the changes required getting there. Organisation seeks for a change due to various reasons ranging from to earn the profit to make more benefit in a business. But due to various reasons they face problems of low level of success in their change efforts. Either from the point of view of employees or by the point of view of management. According to Daft (1994), organisations sense a need for change when they perceive a performance gap, that is, a disparity between existing and desired levels of performance. It seems a somewhat narrow definition in that it implies all change is planned and positive and seems to ignore the possibility of unplanned and potentially negative change - for example, unexpected budget cuts. This said, most change is planned, is intended to be positive and arises from the need to respond to new challenges and opportunities (Mullins, 1996). In response to, or in anticipation of such factors, organisations may initiate change. This can incorporate both...
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...organizational change based on the literature review of the previous studies. The main objective of the current study is to give some directions to change agents and management team in the organization in order to effectively manage the resistance to change. The selected studies that the author used as the literature review combined a variety of organizational types in both different regional context and change environment. According to the previous studies, the author categorized resistance to change into three dimensions which included behavioural, cognitive and affective dimensions. Firstly, the behavioural dimension works with the way each individual reacts against the change implementation. This behavior can be shown in either positive or negative way of resistance when he or she responses to change. In this respect, this might depend on the degree of individuals’ receptivity (‘readiness’), readiness (active or passive), openness (covert or overt) and support (supportive or resistant) to change initiatives. Secondly, the cognitive dimension involves each individual’s attitude toward the change. According to his study based on those findings, change commitment and evaluations can lead to negative cognitive attitudes toward change. It’s not quite clear whether he mentioned the commitment from management team in the organization or employee commitment, and it’s about the evaluations from previous or current change implementation. Lastly, an individual might resist change initiatives...
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...Organizational Behaviour Organizational Behaviour - Change Organizational Behaviour – Change Introduction Change affects us all in different ways. The reality today is that managing change and coping with change is a never-ending process that can be complex and stressful. Constant change is commonplace in the modern workplace. Specific factors driving change include changes in the work itself, structural and organizational design alterations, shift to the global economy, and increased diversity. There is often resistance to change in organizations. This is usually traced to some combination of individual, group, or organizational characteristics, including the design structure of the organization, changing systems and programs, changing organizational policies, and the organizational culture. Organizations need to remain compatible with their external environments. However, the environments in which organizations operate are constantly changing, so they must recognize the shifts and respond accordingly in order to survive and remain effective. Successful organizations monitor their environment and take appropriate steps to maintain a compatibility with the new external conditions. Given the increasing amount of change that organizations experience, it is critical that all employees learn strategies to manage change and cope with change. Rather than resisting change, employees and successful organizations embrace change as an integral part of organizational life. ...
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...Change and Innovation Marion Farda HCA 250 April 22nd, 2012 April Doctor Small Change and Innovation The world we live in is constantly changing, this means that technology is always changing, and businesses must change to keep up. Recently there has been a big change in the medical field, from advances in the treatment choices one now has to the way our medical treatment is delivered in terms of the newest equipment that has been created. There has been one very significant change in medical technology and that is in the way our medical history is stored, gone are the days of paper records; we now have been introduced to Electronic Medical Records. This means all of our health information is now stored on a computer. The changes make hand written notes that are at most very hard to read a thing of the past, and giving the health care provider the ease of having all your information at hand with just a few keystrokes compared to searching through stacks of papers in a file. Change is a factor in a person’s personal life as well as in their professional life. “The idea that human beings naturally resist change is deeply embedded in our thinking about change. Our language (e.g. “resistance to change”), our assumptions, and mental models about change all seem to imply that something in our natures lead us to resist change. However, it is easy to find examples of human beings, from childhood on through old age, actively seeking out change of all sorts. Human beings...
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...INTRODUCTION Change is defined as pervasive influence, where all aspects are subject to continual change of one form or another (Mullins, 2005 , p.909). Also, change is an inescapable part of both social and organizational life. The abstract of organizational change is in regard to organization change, as opposed to smaller changes such as adding a new person, update a program. Instance of organizationwide change may include a change in mission, restructuring operations, new technologies, mergers, collaborations, and rightsizing. Change in organizational scheme is an attempt to alter the organization`s alignment with its environment. The Nature and Causes of Resistance to change Employees have to learn something new therefore they resist to change. In many reasons there is not a divide with the advantage of the new process, but rather a fear of the unknown future and about their ability to adapt to it. Forces of Change The general environment is parted in to different dimensions: External forces for change originate outside the organization. First of all, these forces have global effects, they might reason an organization to question the essence of what business it is in and the process by which products and services are produced. There are external forces for change is discussed below: The workforce is more diverse and there is a business responsibility to effectively manage diversity. Thus, organizations need to effectively manage diversity if they are to receive maximum contribution...
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...Change Management Questionnaire Alex Reed University of Phoenix December 20, 2010 ORG/6502 Gerald Ingersoll McShane – Von Glinow (2008) refer to organizational structure as the division of labour as well as the patterns of formal power, coordination, communication, and workflow that direct organizational activities. Johanson (2000) suggests that organizational structures are frequently used as tools for change because they establish new communication patterns and align employee behaviour with the corporate vision. Kurt Lewin developed a landmark, three-stage organizational planned change theory model which explains how to initiate, manage, and stabilize the organizational structure change processes Johanson was referring too. Colvin’s (2007) assumptions of Lewin’s model were that the change process had to involve new learning; the elimination of current attitudes, behaviours, or organizational practices; and there needed to be some form of motivation to change. Colvin went on to imply that employees were a central part of any organizational structural change, that change would only occur when the employees changed, and that effective change requires continuous reinforcement of the new behaviours, attitudes, and organizational practices. Colvin concluded that resistance to change is found even when the goals of change are highly desirable. McShane – Von Glinow (2008) indicated that according to various surveys, more than 40 percent of executives identify...
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...MGMT 325-E3WW Culture and Change Stephanie Wilson Franklin University February 11, 2013 Introduction Organizational culture consists of shared values and assumptions. Values which are beliefs that contributes to the preferences of a circumstance and assumptions that are set for a certain way of thinking regarding opportunities (McShane & Von Glinow, 202, p. 256). This paper will discuss the culture of the University Center at Arkansas Northeastern College, how the employees implement change, resist it and some methods recommended to decrease resistance of change at ANC’s institution. Organizational Culture Culture within the University Center is what the important and unimportant things to ANC. What the University Center considers important is the students’ being interacted with every day through our office. Providing each student the opportunity to further his or her education without leaving the Blytheville, Arkansas is what’s valuable to the institution. The University Center also focuses on growth which consist training and career development. The department always wants and needs to excel and grow on different levels as an employee, an individual and as an institution. Some organizations have a culture indirectly through artifacts, which are symbols or signs in one’s culture (McShane & Von Glinow, 2012, p.260). When entering the University Center, every individual who enters the offices will receive a warm greeting and a greeting of a...
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...Resistance to change Organization Change can be defined as an influence where a company or an organization moves away from the normal state and schedules towards better goals in order to increase its effectiveness and also keep up with the changing markets and technologies(Donaldson, 1996). During the change process in the organization, resistance is always expected from various teams and individuals which include the organizational level, the group level and also the individual level. Perren (1996) tried to describe resistance as a reaction that usually occurs when someone is in distress, which comes about in order to reduce the distress levels. The change agents can manage this resistance by getting to understand the reasons for change and also give you the opportunity for planning on the strategies to follow in addressing the said factors. There are several reasons that bring about resistance. They can be divided into two main parts which include organization resistance and individual resistance: Organizational resistance: Most organizations are usually conservative when it comes to change, and in most cases they tend to be paranoid hence resisting change. Some of the reasons for this kind of resistance include: Threat of power: With the change process, some groups within the organization may become more powerful than a specific manager therefore he may be opposed to change. He may also be afraid of losing control if the change requires reduction in powers of that specific...
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...Synergetic Solutions Report Sandra Grisby University of Phoenix Mark Busby September 24, 2012 An organization cannot grow without change. Change is not always easy, but it can be beneficial to an organization’s success. The success of an organization can depend on innovative and fresh ideas. Innovation gives an organization the competitive advantage it needs to stay ahead of its competitors. Innovation also brings change as it relates to enhancing products and services to maintain the interest of the customers. Employees are not always open for change and sometime will rebuttal against any such transformation that is set in place to improve the organization’s structure or operation. Employees normally view change from a negative or positive perspective, because of such internal and external forces that cause the changes to take place. Synergetic Solutions Inc. internal forces of change entail employee structure, technological capacity, and to inspire employee’s to step up and work diligently to fulfill the plans of the organization. The organization was in a stagnating stage, which cause for the work environment and organizational structure to be redesigned from the present departmental structure to the new team base structure (UOP Simulation, 2012). Employees were custom to running things according to what works for them rather than what will enhance the company. Harold Redd, who is the CEO of the company, decided that implementing complex computing networks would allow for...
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...This literature review examines organizational change and offers an in-depth study of "resistance to change". It aims to deepen this field by a theoretical exposition of the concept of "resistance to change". It is a key topic in change management and has been seriously considered for helping the organizations to achieve the advantages of this transformation. This review hints at where an organization should give special attention while initiating a change process. The study analysis the main sources of 'resistance to change' and also how to overcome it. Many authors (Lawrence, 1954; Maurer, 1996; Strebel, 1994; Waddell and Sohal, 1998; among others) have done lot of research to investigate the reasons of the failure of different change initiatives and they found that resistance to change is the one of those may reasons. Resistance to change can cause very costly and time consuming delays in change process. (Ansoff, 1990) we must consider them even though they are very difficult to anticipate. There is another school of thought who consider Resistance as a source of information and can be used as a learning to develop a more successful change process (Beer and Eisenstat, 1996; Goldstein, 1988; Lawrence, 1954; Piderit, 2000; Waddell and Sohal, 1998). There is no doubt that resistance to change is a very important topic in the field of change management and business process engineering and can help organizations to achieve the advantages of the transformation if it is considered...
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