...OF EMPLOYEES’ RESISTANCE TO ORGANIZATIONAL CHANGE BY DUMEVI ANDREW YAO AC/07-2/DS/1070 SUPERVISOR: MR. ROBERT MWIN CHAPTER ONE INTRODUCTION 1.0 BACKGROUND Organizations perceive change as very important for their survival and prosperity in today’s competitive environment. They make change initiative to keep up the pace with changing environment. The success and performance superiority of organizations are very much dependent on its ability to align its internal arrangement with the demand of external world. It is also recognized that as humans as we are adapting to change is very difficult more especially when it affects our comfort. Notwithstanding, change can also be accepted provided it’s well interpreted to be well understood. Management of employees’ resistance towards organizational change is one of the major problems/threats to successful change programme.My first step after discovering employee’s resistance towards organizational change management led me to the exploration of causes of resistance which have been thought by different authors as very important for overcoming it. According to Mintzberg, the cure might actually prove to be just more of the cause (Mintzberg 1998). On the other hand, organizations of today operate under increasing demands for change. The market has radically changed due to globalization, strong competition, technical development and a customer-driven market. (Härenstam et al., 2004) This high pace of change means that the...
Words: 4818 - Pages: 20
...LEADERSHIP AND ORGANIZATIONAL CHANGE Nebojša Janićijević Belgrade University, School of Economics jnebojsa@eunet.rs MGT 597 ETHICS & LEADERSHIP References Mandatory Yukl G. (2010).Leadership in Organizations. 7th edition. Upper Saddle River: Pearson Supplementary Kotter J. (1996). Leading Chnage. Cambidge Ma.: Harvard Business School Press Janićijević N. (2009). Upravljanje organizacionim promenama. Beograd: Ekonomski fakultet . MGT 597 ETHICS & LEADERSHIP The process of organizational change management Initiating Diagnosis Creating vision Planning Motivating Power management Implementation Management of personal transition Stabilization Monitoring and control UNFREEZING MOVE REFREEZING MGT 597 ETHICS & LEADERSHIP Initiating changes The first step in change management The importance of leader’s mental change In order to initiate changes, a leader has to: 1. 2. 3. 4. Recognizes causes and drivers of change; Develops his own awareness of the necessity of breaking with status quo Develops his wish to make changes and to make decision to start changes; Identifies and appoint a change agent, define his roles and responsibilities and build productive relationship with him MGT 597 ETHICS & LEADERSHIP Model of causes of organizatioonal changes External soruces – changes in environment The inertia of organization Internal sources -. Changes in the company 1 Anticipation of the crisis External and / or internal misbalance 1 ...
Words: 1388 - Pages: 6
...Business report for The Miller Denim Co. Executive Summary This business report for The Miller Denim Co. addresses the external factors that could influence customer choice, global factors that could assist them in their operation to achieve its primary goals of profit maximisation and improving market share and providing an effective strategy in overcoming resistance to change. Customer choice Factors that could influence customer choice could include economic influences and government influences 1. Economic influences Economic influences have enormous impacts on both businesses and customers. It influences a business's capacity to compete and a customer's willingness and ability to spend. Economic influences can be either boom, or recession. A boom is a period on the business cycle where job security is high, unemployment is low and there is rising incomes. Due to job security being high, customers are much more likely to spend. A recession is a period on the business cycle where job security is low, unemployment is high and declining incomes. Customers are much more resistant to spend as their job security is low and businesses are resistant to spend as they do not have full confidence in the economy. 2.Government influences Government influences may affect a business with the laws they enforce. This may influence business activity and consumer spending habits with the laws they enforce according to the level of economic activity. Laws that the government sets can...
Words: 852 - Pages: 4
...Wetherspoon’s Change Management and Strategies FAO: M Glencross Submission Date: 3/05/2012 City of Glasgow College Business Culture & Strategy:4 HND HRM DE3X 35 J.D. Wetherspoon’s Change Management and Strategies Contents 1.0 Introduction………………………………………………………………………………………………………2 2.0 Forces for Change……………………………………………………………………………………………3 3.0 Stakeholder Power……………………………………………………………………………………………4 4.0 Managements Role in Change………………………………………………………………………….5 5.0 Analysing Change and Overcoming Resistance to Change……………………………….6 6.0 Conclusion……………………………………………………………………………………………………….7 7.0 Bibliography……………………………………………………………………………………………………..8 1.0 Introduction A report analysing change within J. D. Wetherspoon has been requested by City of Glasgow BC&S tutor: M. Glencross. The report will investigate changes in strategy and factors that may cause change and recommend ways for management to cope with change. The objectives of the report are to answer the four listed questions: * Explain why the strategy of J.D Wetherspoon changed over time, making reference to ‘forces for change’ * Explain how the power of stakeholders led to change in J.D Wetherspoon * Explain the role that management of J.D Wetherspoon could have played in dealing with the changes that occurred after the year 2000. * Provide recommendations for J.D Wetherspoon management to help them analyse a change situation and overcome any resistance to change ...
Words: 1595 - Pages: 7
...Since client resistance is a common occurrence in counseling, how should the Christian counselor respond client resistance in a Biblical manner? Resistance in counseling is defined as “…any behavior or impediment – whether from the client, the therapist, or the environment – that interferes with or retard the achievement of mutually agreed upon counseling goals” (Clinton & Ohlschlager 2002 p. 383). Client resistance occurs for one or two reasons, idolatry and the cost of change. Dr. Crabb notes that Christians often cling to their own personal dreams at the cost of loving God (Clinton & Ohlsclager 2002). Change requires death to self and living for Christ. Change is also frightening and costly; it requires giving up the status quo for a new...
Words: 511 - Pages: 3
...Organizational Change Wanda Martin Change in Organization April 19, 2010 Organizational Change Organizational change can be a difficult process. When change is implemented incorrectly, resistance can be encountered. Kurt Lewin’s theory provides three stages to change. “It is important that members of the affected work force understand the reasons for change and participate in the design of new approaches” (Borkowski & Maxwell, EdD, 2005, Resistance to Change, p. 385). he first stage in the model is Unfreezing. The moving stage consists of implementing new skills, reorganization, and dismal of resisters (Implementing Organizational Change, 2010). Participation is important in this stage.he new behaviors taught in this stage will create equilibrium in the next stage. The final stage in the change model is refreezing. Kurt Lewin’s theory of change would have decreased conflicts encountered in this change. One conflict the bookshop encountered was; the employees were not given a precise reason for the change. The employees were told that finances were a problem and also the management structure was not working for the company. Change in an organization is an ongoing process. When implemented correctly, change can be rewarding to the organization and employees. Unfreezing, moving, and refreezing will help decrease resistance to change. There will always be some type resistance met with change. Determining the reason for resistance is important. Overcoming the resistance...
Words: 311 - Pages: 2
...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...
Words: 3670 - Pages: 15
...Leading Change Answers (1) The top 3 reasons why change efforts fail are as follows; (i) Not establishing a great enough sense of urgency: When successful change efforts begin, individuals or group of people look hard at the companies competitive situation and the focus on potential revenue drop or an emerging market that everyone seems to be ignoring. These steps are important but without motivation to carry out these steps, people don’t help and the efforts fail. Some of the reasons why these efforts fail is; Sometimes executives underestimate how hard it can be to drive people out of their comfort zones. Sometimes they grossly overestimate how successful they have already been in increasing urgency. Sometimes they lack patience. (ii) Not Creating a Powerful Enough Guiding Coalition: This is because companies usually underestimate the difficulties of producing change and thus the importance of a powerful guiding coalition. Sometimes companies have no teamwork at the top and therefore undervalue the importance of this type of coalition. They expect the team to be led by a staff executive from human resources, quality, or strategic planning instead of a key line manager. (iii) Lack Vision: This is because companies do not create a vision to help direct the change effect. They do not develop strategies to achieve that vision. (2) The role of a leader in change initiatives include; establishing a sense of urgency, forming a powerful guiding coalition, creating...
Words: 947 - Pages: 4
...There are many different types of change management interventions that can be used to implement change into an organisation, or in this case, the organisation, ‘Office Tigers’. It is part of the change agent’s role to assess which one will be the most beneficial, taking into account the organisations ‘unique problems (Lee, 2012), environmental forces and workforce’ (Allen & Macklin, 2012, p. 22). This essay will look at three different change management interventions, employee stress and wellness intervention, reward systems intervention and goal setting intervention, and will then assess the strengths and weaknesses of each intervention, taking into account which one will be the best option for addressing some of the problems identified. The goal setting intervention, as the chosen intervention, will then be analysed, addressing what resistance may be expected upon its implementation at Office Tigers, the best way to overcome this resistance, and how to know if it the intervention has been successfully institutionalized into the organisation and as a result, has improved its performance and effectiveness (Cummings & Worley, 2008, p. 161). Analysis of selected interventions Each of the interventions that will be critically analysed are human resources (HR) management interventions. A HR management intervention aims to solve the problems created by HR issues. These issues revolve around ‘attracting competent people to the organisation, setting goals for them, appraising...
Words: 3487 - Pages: 14
...February 25, 2014 Instructor XXXX Team A Management and Communication Plan Introduction Riordan Manufacturing has requested team alpha as consultants to implement a single customer managing system. Team alpha must create a management plan, since the company does not have a formal management plan in place. Secondly, the team will devise a communication plan for Riordan Manufacturing. The management and communication plan will include outline details of each system. A conclusion at the end of the paper will explain why this would an optimum plan for Riordan Manufacturing. Change Management Plan Since Riordan Manufacturing does not have a formal customer managing system for their employees, Team alpha must first create a formal power structure that informally empowers all employees effectively. The management plan will examine the business culture, employee’s behavior, and employee’s resistance. Backup strategy implements are included at the 12-month period if the primary power structure fails. First, team alpha will discuss their primary power structure. Current Formal and Informal Power Structures The current power structure at Riordan Manufacturing based on the principle of using controlling force to motivate their employees. The company uses threatening tactics with negative write-ups or even termination. This type of formal power structure is a coercive power structure. The negative formal power structure creates low morale and job satisfaction, which is an informal...
Words: 930 - Pages: 4
...CHANGE MANAGEMENT Change means making things different. Change management is systematic approach to dealing with change, both from the perspective of an organization and on the individual level. Changes forces: - Nature of workforce i.e. cultural diversity, aging population - Technology i.e. faster, cheaper and higher in mobility, increase of social networking sites - Economic shocks i.e. mortage meltdown - Social trend i.e. liberalization, baby boom retirements - World politics i.e. opening new markets in china, Iraq wars Type of Changes: 1. Unplanned Change - Unplanned change happens in reaction to unanticipated events - Unplanned change can bring about resistance 2. Planned Change - Result of an identified need generated within the organization - Goals of Planned Change are to improve ability of the organization to adapt to changes in its environment and change employee behavior - Change Agents, person who act as catalysts and assume the responsibility for managing change activities Resistance of Change Form of Resistances: - Overt and Immediate i.e. voicing complaints, engaging in job actions - Implicit and Deferred i.e. loss of employee loyalty and motivation, increased errors or mistakes and increased absenteeism Sources of Resistances: - Individual (habit, security, economic factors, fear of the unknown, and selective information processing) - Organizational (structural inertia, limited focus of change, group inertia, threat to expertise, threat...
Words: 425 - Pages: 2
...amount of previous interaction and uniquely defined goals from within the group dynamic. These obstacles are exacerbated by the overarching time constraints that are placed on these teams, especially when the issue is complex and its optimal resolution uncertain. More specifically managers are tasked with “creating a climate that supports these teams” that allows them to coexist and accomplish the purpose of their formation (Doolen, 285). However, social and professional conflict may hinder production and can prove difficult to effectively manage. Furthermore, outside circumstances such as time and resources, may exacerbate the issue. These obstacles, albeit not comprehensive, consist of role ambiguity, conflicting interests, resistance to change, and lack of cohesion and its effect on the difficulty of information sharing (Chan, 2008). Role Ambiguity In forming teams, organizations often form new positions and responsibilities previously non-existent within the current design. This creates a level of uncertainty surrounding these unknown responsibilities and expectations and, as a result, can increase the level of stress the individual members of the team will face and can negatively impact both job-satisfaction and performance (Bottita, 2003). Furthermore, team members are likely new to one another and these new and uncertain responsibilities strain an already delicate socialization process (Kozlowski, 2001). The existence of clear roles helps short-fused teams...
Words: 2468 - Pages: 10
...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...
Words: 2442 - Pages: 10
...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...
Words: 3706 - Pages: 15
...A New Beginning Source: We Day, Partner Profiles, [Illustration] Retrieved from http://www.weday.com/what-is-we-day/our-partners-old/partner-profiles/ BUSM 4120 Organizations and Change October 5, 2014 “Founded in 1975, Second Cup is Canada's largest specialty coffee franchisor, operating more than 350 cafés across the country. As a proudly Canadian company, Second Cup celebrates its franchise's local ownership, and prioritizes the support of local businesses through daily deliveries from neighbourhood partners. Committed to caring for every guest, all 5,000 associates of Second Cup are Trusted Coffee Experts who sell 1,000,000 coffee and tea beverages every week1.” I have worked for second cup since March 2012 until August 2014. A couple of mouth before I left the organization, there were rumours that a new CEO was coming along and was planning for a big change. “A transformation could be in the works for Second Cup Ltd. with the hiring of new CEO Alix Box, who brings a marketing and retail pedigree to the coffee chain from executive roles at Holt Renfrew and Starbucks2.” Managers were shaken up by this change for two reasons: Alix came from Starbucks which is Second Cups direct competitor and because she had already started firing people from hire levels of the organization. “For the past six years, Alix has been a member of the senior leadership team at Holt Renfrew, most recently as Senior Vice President, Retail. During this period, she helped lead a strong...
Words: 1060 - Pages: 5
