...that it can bring about positive changes. Unlike much of the literature on workplace deviance which focuses on dysfunctional behavior such as antisocial behavior and workplace aggression, constructive deviants are employees who break the rules and norms but intend to benefit the organization. These individuals can play a key role in creating an organizational change and serve as future change agents. Given the increasing discussion on health care reforms, this paper explores the factors that relate to constructive deviance among physicians. Finally, practical implications and future research directions are discussed. II. Introduction Workplace deviance has generally been used to describe the following behaviors: antisocial behavior (Giacalone & Greenberg, 1997), workplace aggression (O’Leary-Kelly, Griffin & Glew, 1996), organizational retaliation (Skarlicki & Folger, 1997), and employee deviance (Robinson & Bennett, 1995). Although previous research has increased our understanding of the harmful effects of deviance within organizations, little research has examined the positive aspects of deviance. Constructive workplace deviance encompasses behaviors that violate significant organizational norms in order to contribute to the well-being of the organization (Galperin, 2003). Constructive deviance is becoming increasingly important in businesses today because constructive deviants can bring about positive changes. Unlike much of the field of organizational...
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...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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...what are 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...
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...Change management - the systems and tools for managing change Scope of change management This tutorial provides a summary of each of the main areas for change management based on Prosci's research with more than 900 organizations in the last 7 years. The purpose of defining these change management areas is to ensure that there is a common understanding among readers. Tools or components of change management include: Change management process Readiness assessments Communication and communication planning Coaching and manager training for change management Training and employee training development Sponsor activities and sponsor roadmaps Resistance management Data collection, feedback analysis and corrective action Celebrating and recognizing success Change management process The change management process is the sequence of steps or activities that a change management team or project leader would follow to apply change management to a project or change. Based on Prosci's research of the most effective and commonly applied change, most change management processes contain the following three phases: Phase 1 - Preparing for change (Preparation, assessment and strategy development) Phase 2 - Managing change (Detailed planning and change management implementation) Phase 3 - Reinforcing change (Data gathering, corrective action and recognition) These phases result in the following approach as shown below in Figure 1. Figure 1 - Change Management Process...
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...BSAD 535 – Managing Human Resources 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...
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...individuals in the change process The change process is a process which changes the state of things, or which results in change in an organization. Managers have various roles in the change process as well do individual employees. Managers have a well developed and unique relationship with the individual employees that are impacted by change. They are also the preferred sender of messages about change. Individual employee’s utilization rate, proficiency, and speed of adoption define the value of changes. They make changes to how they do their work daily. Their use and acceptance of solutions determines the success of their projects, and the ongoing benefits derived from the changes. With the individuals role in the change process they must provide reactions, and feed back to the changes and the change management efforts. Individuals by using an individual change management model take control of the personal transitions. They also seek out information related to the personal impact of and the business reasons for change. For managers in the change process they must identify, manage, and analyze resistances. They also provide feedback to the rest of the staff. Managers with direct reports communicate the personal messages about the change. Also they conduct individual and group coaching sessions for the roles as managers in the change process. The two types of change agents A change agent is one that is responsible for managing planned change activities in...
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...RESISTANCE TO ORGANISATIONAL CHANGE Introduction Resistance is a common reason for the failure of change initiatives. The subject is thus of extreme importance to management. This paper explores the contention by King and Anderson that a common theme in defining resistance is “a naïve and managerialist assumption that resistance is counter-productive – even irrational – behaviour which needs to be overcome” with an emphasis on organisational change. It begins by looking at organisational change and its managerialist perspective and then examines resistance in an organisational setting. It ends with suggestions on how resistance to change should be managed by organisations. What is organisational change? Organisational change can be described as the transformation of an organisation from a current state to another, desired state. In all definitions of change there is the emphasis on the alteration from one state to another (Goodman and Kurke 1982). This process can be either structured or unstructured and can be either incremental (an improvement on an existing state) or transformational (a total transformation to another state). Organisations themselves have been defined as “social arrangements for the controlled performance of collective goals” (Huczynski and Buchanan 1991) and Rogers (1962) defines change as an alteration in the structure and function of a social system. While no consensus exists as to why organisations change (Hughes 2010), it is generally accepted...
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...Roles of Managers and Individuals 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,...
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...Resisting Change Change is a natural process, it occurs every day whether it is recognized or not. Many factors both external an internal can create a need for change, these include: competition, technology, desire for growth, need to improve processes, and governmental regulations. It is the purpose of this paper to describe and discuss resistance to change as it relates to organizations today. I plan to utilize several scholarly references including the book “Managing Organizational Change” as written by Ian Palmer as this book provides insight into diverse aspect of change. I also plan to utilize Brian Palmers book Making Change Work as it looks at the human side of change management. Resistance in an organizational setting is an expression of reservation which arises as a response or reaction to change. It can be defined as a direct consequence of leadership and management failure. According to research there are three recurring reasons behind this failure. The first is “Gap”: this can be described as the gap between the “big picture” strategic vision and the successful implementation. The second is “Resistance”. Resistance is the hidden and built in resistance to change and a lack of processes and change management methodologies. Finally there is “Impact”. Impact includes the failure to take full account of the impact of changes on those who are affected (Warrilow). According to research conducted, in addition to these reoccurring reasons behind resistance to change...
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...Sources of resistance in organizational change and ways to overcome resistance Introduction An ancient Greek philosopher, once quoted that the “the only constant is change” (Heraclitus, unknown). Organizational change is an inevitable factor given that there are many components which are outside the organization which undergo changes and then sustenance of the organization then depends on adaptation. For example, the most recent change that we can see is the causality of the economic crises which occurred a few years back. This led to organizations changing their structures, their budgets, their talents, their costs and in some organizations everything from a shop floor to costs in the board rooms were susceptible to change. Managers in organizations are sometimes under pressure to suggest changes when they are newly appointed in an organization to prove their knowledge and expertise in an area and this is could sometimes be misused and changes are brought about only for the sake of change (Managing-change.net, 2013). One of the concerns of change is resistance which is natural and expected as it involves going from the known to unknown (Bovey and Hede, 2001a). Even though sometimes change is inevitable in an organization, the changes on the human element is sometimes ignored (Bovey and Hede, 2001b) which can be considered as the major source of resistance. Although the reason why people resist can be evident through analysis all potential sources of resistance cannot be comprehensively...
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...Management, 10e (Robbins) Chapter 12 Managing Change and Innovation 1) The change in demand for health care technicians is an example of an economic change. Answer: FALSE Diff: 3 Page Ref: 259 Topic: The Change Process 2) The "calm waters" metaphor of change is consistent with Lewin's concept of unfreezing, changing, and refreezing. Answer: TRUE Diff: 3 Page Ref: 259 Topic: The Change Process 3) In the "white-water rapids" metaphor of change, managers should expect change at any time, and it may last for unspecified lengths of time. Answer: TRUE Diff: 2 Page Ref: 260 Topic: The Change Process 4) Organizational change can be any alterations in people, structure, or technology. Answer: TRUE Diff: 2 Page Ref: 262 Topic: Types of Organizational Change 5) Any manager can be a change agent. Answer: TRUE Diff: 2 Page Ref: 261 Topic: Types of Organizational Change 6) Changing structure includes any change in structural variables such as reporting relationships, coordination mechanisms, employee empowerment, or job redesign. Answer: TRUE Diff: 2 Page Ref: 262 Topic: Types of Organizational Change 7) Computerization is a technological change that replaces people with machines. Answer: FALSE Diff: 2 Page Ref: 262 Topic: Types of Organizational Change Skill: AACSB: Technology 8) Competitive factors or new innovations within an industry often require managers to introduce new equipment, tools...
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...ABSTRACT When there is a need for change an organization is more effective and successful when it is properly managed. Our study specifies the top five tools to manage organizational change based on “Five levers of organizational change management” by Prosci (1996-2011), Inc. “The discipline of change management has a set of tools that support the "people side" of change - regardless of the change that is being introduced.” The five tools are: communication, sponsor plan, coaching plan, training plan, and resistance management plan. In our competitive global economy, we can embrace change by enhancing organizational members’ performance and productivity by implementing these tools. OUTLINE I. Title Page II. Abstract III. Outline IV. Introduction Statement V. Communication a. Raise Awareness About Change b. Social Judgment Skills c. Communication and Organizational Frames VI. Sponsorship a. Stability b. Vision c. Influence VII. Coaching a. Components of a Coaching Plan b. Mentoring c. Group coaching VIII. Training a. Components of a Training Plan b. Training Method IX. Resistance a. Expecting Resistance b. Root of Resistance X. Closing Statement XI. Bibliography page XII. Discussion Questions ...
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...Questions 1.) Identify the key elements of the resistance to change described in this situation. At the beginning the relation between the management and the employees was good. The employees had a 35-hour week and earned an average annual salary of $ 32.000 which was really for this part of France. But everything turned and the resistance to change began with the plan to cut 15 % of workforce and other decisions with Nestlé. Lack of communication and the company’s inability to inform the employees of what changes affected production at Perrier, the company made excessive changes and introduces a series of changes. So the employees felt unsure, if they would still have the required skills to continue to work for the company. Perrier has made quite a fair amount of changes in a short period of time and they will need to be aware that some may not agree with the change because of possible disadvantages and might not work to their full potential. Most of Perrior’s employees did not think the changes were necessary for the organization’s growth. The latter change was considered as the lack of conviction that change is needed. There was also the ‘Perceived Negative Effect on Interest’ – this resistance to change will be affected by people’s perceptions of the likely effect of the change on their interests; a term that can cover a wide range of factors including their authority, status, rewards, opportunity to apply expertise, membership of friendship networks, autonomy and...
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...Managing Organizational Change A Multiple Perspectives Approach Managing Organizational Change A Multiple Perspectives Approach Ian Palmer Richard Dunford Gib Akin Boston Burr Ridge, IL Dubuque, IA Madison, WI New York San Francisco St. Louis Bangkok Bogotá Caracas Kuala Lumpur Lisbon London Madrid Mexico City Milan Montreal New Delhi Santiago Seoul Singapore Sydney Taipei Toronto MANAGING ORGANIZATIONAL CHANGE: A MULTIPLE PERSPECTIVES APPROACH Published by McGraw-Hill/Irwin, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY, 10020. Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. This book is printed on acid-free paper. 1 2 3 4 5 6 7 8 9 0 DOC/DOC 0 9 8 7 6 5 ISBN 0-07-249680-0 Editorial director: John E. Biernat Senior sponsoring editor: Kelly H. Lowery Editorial assistant: Kirsten L. Guidero Executive marketing manager: Ellen Cleary Senior project manager: Lori Koetters Production supervisor: Debra R. Sylvester Design coordinator: Cara David...
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...Title: Course Code: HRMT20019 Course Name: Leading and Managing Change Course Coordinator: Dr Ezaz Ahmed Assignment number: 2 Due date: 26/09/2014 Weighting: 60% Student Name: Nadine Fearnley-Gallagher Student Number S0247862 Title: Course Code: HRMT20019 Course Name: Leading and Managing Change Course Coordinator: Dr Ezaz Ahmed Assignment number: 2 Due date: 26/09/2014 Weighting: 60% Student Name: Nadine Fearnley-Gallagher Student Number S0247862 CASE STUDY: SUPER STAR UNIVERSITY CASE STUDY: SUPER STAR UNIVERSITY ARGUMENTATIVE ESSAY ON CHANGE MANAGEMENT ARGUMENTATIVE ESSAY ON CHANGE MANAGEMENT Change is inevitable to every organization irrespective of their size and nature. Challenging the prevalent status quo is the main aim of change. Accepting the new needs is what change strives for. Awareness and acceptance are the two tools of managing change (Adams, Bessant and Phelps, 2006). Change is not hard but dealing with the consequences of change is hard to an organization. The dogma of change is the area where the main difficulty lies. Change management strategic moves help in better flexibility gain in the organization. Future is unpredictable and unseen, so decision making tools need to adapt to the changes to have business sustainability (Bommer, Rich and Rubin, 2005). The case study provided in the discussion paper is based on the learning epitome in Australia, the Super Star University (SSU). The...
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