...hate any change that does not jingle in their pockets. This resistance to change is well documented. An individual is likely to resist change for three reasons which are uncertainty, concern over personal loss and the belief that the change is not in the organization’s best interests. The leadership styles also adopted by management may also lead to resistance. According to the Harvard Business Review Magazine of 1969, one of the most baffling and recalcitrant of the problems which business executives’ face is employee resistance to change. Such resistance may take a number of forms persistent reduction in output, increase in the number of quits and requests for transfer, chronic quarrels, sullen hostility, wildcat or slowdown strikes, and, of course, the expression of a lot of pseudological reasons why the change will not work. Even the more petty forms of this resistance can be troublesome. All too often when executives encounter resistance to change, they explain it by quoting the cliché that people resist change and never look further. Yet changes must continually occur in industry. This applies with particular force to the all-important little changes that constantly take place changes in work methods, in routine office procedures, in the location of a machine or a desk, in personnel assignments and job titles. A solution which has become increasingly popular for dealing with resistance to change is to get the people involved to participate in making the change. But as...
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...Abstract Resistance to organisational change is seen as one of the impediments to organisational expansion and growth due to its negative repercussions. This study therefore sought to investigate the factors that influence resistance to or- ganisational change at Oti-Yeboah Complex Limited. De- scriptive survey design was adopted to collect information using stratified sampling and self-administered question- naires. Descriptive statistics, bi-variate correlation, regres- sion analysis and t-test were used to analyse the data. The results indicated that less employee participation in deci- sion making and lack of trust in management contributed highly to resistance at Oti-Yeboah Complex Limited. In addition, factors such as lack of motivation, poor chan- nels of communication, and information exchange also contributed to resistance. The study suggests that manage- ment should encourage employee participation in decision making, build confidence, accept constructive criticism, be transparent and communicate clearly the need for change to employees. INTRODUCTION Organisations operate within an increasingly volatile environment and are in a state of constant change. The pressure to change stems from a variety of internal and external sources such as political, economic, social and technological factors (Boojihawon & Segal-Horn, 2006). Leana and Barry (2000) posit that organizational change is aimed at adapting to the environment, improvement...
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...influencing individual resistance to 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...
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...Resistance to Change There is no way to avoid change. Change is an everyday event. Change in the seasons, change in sports, and change at work. Organizations deals with different type of changes either through new personnel, new paperwork, and corporate takeovers, just to name a few. Employees, especially those who has time with their company haves some issues with change. The lack of knowledge of new personnel, new concepts, and paperwork will have a sense of hesitancy to tenured personnel. The resistance to change can hurt advancement in the company either through the lack of commitment, promotions, and proper training to new personnel just to name a few. “The model of theory that Kurt Lewin created in 1947 is still relevant today. The three stages that Kurt Lewin created was named: unfreezing, change, and freezing” (Change-Management-Coach.com, 2015). Resistance is common to change. The understanding of the resistance and behaviors in order to create the change is essential to the company. Resistance managers understand what they may be up against when change occur. “Fear, lack of consultation, poor communication, changes in routines, low trust, misunderstand of change, exhaustion/saturation, and change in the status quo” (2015) are reason for resistance among employees in a company. Managers and fellow employees can recognize the behaviors of those who resist the changes by witnessing: “aggression and anger, unusual flare-up of emotions, encouraging resistance, belief of...
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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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...Project: Managing Resistance to Change August 24, 2010 EXECUTIVE SUMMARY Organizations initiate change efforts for countless reasons. Failure to properly manage these changes can cause an organization to decline or even fail. Most organizations are faced with ongoing changes due to internal and external pressures. These pressures can lead to strategic changes that affect the entire organization or incremental changes that have a direct impact on a specific area. Given the economy today, organizations must continually scan their external business environment to maintain their competitive advantage by making internal adjustments. Whenever you have change that moves employees from a known to an unknown state, you can best believe you will encounter resistance. Taking employees out of their comfort zone creates fear and uncertainty which results in resistance. Employees resist change for a number of reasons such as a lack of understanding around the change, personal conflicts, differing perceptions, mistrust, social disruption or the potential for loss on a personal level such as power, status and influence. Most of these barriers are a result of ineffective communication. Effective communication can be seen as the bloodline through a change process. Without it, you risk failure to your change initiative. When a change initiative is undertaken, it’s important the organization employ a change manager who is skilled and competent in change management. Change managers must...
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...key arguments for and against managing resistance to change What is Change? Why is change necessary? What is the process of change? Does the process of change need to be managed? Should the change be managed? What should be my role in change management? Why is there always a resistance to change? Is this resistance healthy? Should this resistance be managed? Is managing this resistance called change management? Are there any benefits if this resistance? What are the benefits of managing resistance to change? How to manage resistance to change? Definition of Change Management Change management is an approach to transitioning individuals, teams, and organizations to a desired future state.[1] Kotter, J. (July 12, 2011). "Change Management vs. Change Leadership -- What's the Difference?". Forbes online. Retrieved Oct 17, 2014. , http://www.forbes.com/sites/johnkotter/2011/07/12/change-management-vs-change-leadership-whats-the-difference/ In a project management context, change management may refer to a project management process wherein changes to the scope of a project are formally introduced and approved.[2] Filicetti, John (August 20, 2007). "Project Management Dictionary". PM Hut. Retrieved 09/11/16. Check date values in: |accessdate= (help) Resistance to change is the action taken by individuals and groups when they perceive that a change that is occurring as a threat to them. Managing vs Leading Change There is a difference that is very fundamental...
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...Resistance to Change HRM445-1302A-07 Organizational Change Krashenda Banks-Smalls CTU Online Prof. B. Costa Before we begin to discuss the concept of resistance to change and how it is the principal factor in regards to failure of many change management initiatives, we need to first look at the definition of the term. Resistance to change is considered to be the act of opposing or struggling with changes or modifications that alter the status quo of the workplace. (Heathfield) Resistance to change is one of the main factors that hinder organizational change, because of this it is imperative to recognize and understand why employees resist change. Management of resistance can be challenging to management because resistance can be covert or overt, individualized or organized, aggressive or timid. Employees of companies know what they like and don’t like and can resist changes publicly verbal as well as in writing. They can also resist through the actions they take, verbiage that is used to discuss possible changes and discussions that they have within organizations. It is not important how the resistance manifests itself; it still threatens the success of the change initiative. Resistance to change can slow down how quickly the change is being accepted by the organization. Resistance also has an effect on the way other employees feel at various stages of the implementation process. Resistance to change ultimately affects quality of goods and services, productivity...
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...Leading Change Group Members 1 Moses Jimu 2 Elizabeth Makota 3 Simbarashe Mazorodze 4 5 Walter Busangavanye Clements Muvami Introduction The rate of change is not going to slow down anytime soon. If anything, competition in most industries will probably speed up even more in the next few decades.” John P. Kotter What is Change? What is not happening that should be happening? is happening that should not be happening? better? is happening that could happen What What Change Defined An alteration in people , structure or technology. To cause to be different or to undergo transformation. a) b) c) d) e) f) g) h) Reengineering, restructuring, downsizing, right-sizing, mergers, acquisition, new technology, new markets, new customer demands, b) new government regulations, global competition c) and vacillating world economy all add up to change. a) Change has no boundaries, it knows no time limit. It cuts across every political divide, economic sector and all social classes Change is constant and unstoppable and so powerful that no one can detour it, except the all mighty God, for he was the same yesterday, is the same today and will ever be the same forever Thus change is constant and inevitable. Change can be classified into two categories namely: 1. unplanned change and 2. planned change. Unplanned change is forced on an organization by external environment. Planned change results...
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...Implementation of Change Process: National Health Services Introduction It is a widely recognized fact that health care remains the topmost agenda for any national government around the world. In the same line the UK government is also extremely concerned about the welfare of their citizens. In this regards, the government provides almost free of cost health care services to the citizens of the state. National Health Service (NHS) is the name of the public health care body in the United Kingdom. A number of Health care services are provided at the NHS to people suffering from various illnesses. Generally these services are free of cost for the citizens of United Kingdom. The National Health Service in UK is quite efficient in providing healthcare facilities to residents of the nation. The health care services are the major concerns for any nation. It is not an easy task to meet the rising demands of the health care services in the UK. It has been observed that National Health Service has gone through some critical changes in last five years. In order to meet the rising demands in the health care services National Health Service went through a number of improvements in various health care programmes and projects (Parkin 2009). In this paper we will discuss about the change process in National Health Services in UK. Initially, the reasons that triggered the implementation of change process will be discussed. The types of changes happened in the organization will be...
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...Paper Tod M. Stewart MGT/426 - Managing Change in the Workplace August 26, 2013 Dr. George R. Monk, PhD Roles of Managers and Individuals Paper Change is inevitable. Change brings rebirth, renewal, an opportunity to redefine and refocus on how individuals and organizations interact within its environment. Change management seeks the acceptance and adoption of new creative and innovative ways of performing their duties. Change can come in the form of a systems, procedures, policies, or structures. The important focus in organizational change is in the behaviors and results-based production of its employees. Value is delivered to the organization when individual employees take ownership and initiative to engage themselves in the change process. The organizational roles involved in the change process, from executive level managers to front-line supervisors, all have a stake in the direction and ease of change transition. This paper will examine the roles of managers, change agents used, and management’s role in combating resistance, and championing change. Roles of Managers Leadership in change is an important element which will direct the workflow and communication during change. Like cogs in a machine, each independent role works together to perform its individual expectations based on its focus in the change project. The key management roles in the change process include but are not limited to executives and senior-level management, intermediate-level managers and supervisors...
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...In management, a major issue businesses encounter is resistance to change. Resistance to change can cause even the most successful companies to derail. There are many ways companies try to prevent resistance to change by practicing participation, education, facilitation, and coercion. Through these efforts business can be able to change with customer demand and be able to operate successfully. Participation is the first effective technique for reducing resistance to change. When employees are involved in the change effort, they are more likely to embrace change rather than resist it. For example, a company that asks for its employee's opinions on major changes will have less resistance than one that just forces the changes without any discussion. This approach lowers resistance more effectively than just hoping your employees are accepting toward change. The second technique for resisting change is education. When management educates employees on company changes, they become more receptive toward the changes. When education is communicated correctly it helps employees see the logic in the change effort. An example of this would be a cell phone company sending in experts to teach employees a new method of fixing cell phones. The workers will be more accepting of the new technique once they are educated on it. Facilitation is the third technique for resisting change. This is where management can head off potential resistance to change by supporting their workers emotionally....
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...an internal process which directs and maintains an individual’s behavior toward a certain goal (Bell, 2015). Organizations are continuously seeking new ways to motivate. Continuous employee train is crucial to organizations to adapt to the changing demands, and reaching their common goal. Each employee is unique thus they are motivated differently. Nuclear generating stations face the challenge of motivating their employees toward being receptive and open to change. It is important all organizations communicate clearly what is expected, recognize the needs of its employees, and develop mechanisms to address those needs (Madsen, 2006). Some organizations began again to look at Maslow’s views on individual needs, providing an encouraging learning environment, and assisting individuals in reaching their potential by learning and changing to improve their performance (Madsen, 2006). This paper will examine motivational strategies effects on productivity, organizational efforts, improved performance, resistance of employees to increasing productivity and the managements philosophy of motivation, and close with analyzing the implications of applying new motivational theories in nuclear power stations. Organizational Efforts and Improved Performance There are two main types of motivation intrinsic and extrinsic. Intrinsic motivation involves engaging in behavior because it is personally rewarding; essentially, performing an activity because it is pleasurable, or develops a certain...
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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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...by the American Psychological Association 0021-9010/08/$12.00 DOI: 10.1037/0021-9010.93.2.453 Employee Resistance to Organizational Change: Managerial Influence Tactics and Leader–Member Exchange Stacie A. Furst University of Cincinnati Daniel M. Cable The University of North Carolina at Chapel Hill The authors explored the relationship between managerial influence tactics and employee resistance to organizational change. Using attribution theory, the authors developed a series of hypotheses concerning the effects of influence tactics on employee resistance to change and the ways in which these relationships are moderated by leader–member exchange. Results, which are based on multisource data, suggest that employee resistance reflects both the type of influence a manager uses and the strength of leader–member exchange. Keywords: organizational change, influence tactics, leader–member exchange, attribution theory Organizations are cooperative systems that rely on the willingness of members to behave in ways that support the organization (Barnard, 1938). However, people’s personal goals often differ from those of the organization, and a primary responsibility of managers is to persuade members to direct their efforts toward organizational goals (Cyert & March, 1963). The importance of employee cooperation may be particularly salient during organizational change—when an organization sets out to establish conditions that are different from the current conditions (Ford...
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