September 2000 Revised May 2001 Accepted May 2001 Resistance to organisational change: the role of defence mechanisms Wayne H. Bovey Bovey Management (Certified Consultants), Queensland, Australia Andrew Hede University of the Sunshine Coast, Queensland, Australia Keywords Organizational change, Resistance, Defence, Humour Abstract Observes that the published literature on resistance to organisational change has focused more on organisational issues rather than individual psychological factors
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frequent and random changes in climate occur and global warming is on a rise, environment has become an area of concern for all. Organizations are keen to attain benefits along with environmental sustainability (Lewin, 1964). Organizations have to cope up with numerous challenges like reducing its carbon footprint, measuring emissions and innovating technologies (MSA, 2008). Change is a never-ending process, having an impact on both our personal as well as professional lives. Changes in an organization
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very little will always be the same. Change is constant and takes place all of the time. Change can also be viewed as good or bad individually or collectively. There are two important elements that should be considered when contemplating change: the vision and those affected. Many people do not care for change and when faced with it there can be opposition. Organizations go through changes based on the needs of the facility. The level of success for this change can be made easy or difficult depending
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An Unexplored Option for the Biology Majors Lester Relyea B.S. Professor George Taylor Keller Graduate School of Management September 14, 2010 This paper is on a recent change I made to my occupational search. After finally obtaining a Bachelor of Science degree in Molecular Biology, I turned my aspirations to a graduate program with the hopes of obtaining a teaching or technical research position at a University of government office. Both government and higher
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MYGOVERNMENT ONLINE SERVICES PORTAL (MOSP) CHANGE MANAGEMENT REPORT TABLE OF CONTENTS 1. INTRODUCTION ....................................................................................................... 3 1.1. Document Purpose ............................................................................................ 3 1.2. Audience ............................................................................................................ 3 1.3. Project Background .............
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Objectives 1. To target a 20 percent increase within one year. The firm can thus aim to increase its profits by utilizing its available resources in the most efficient manner 2. by creating new products and better processes with the help of the latest technology. It is imperative that the firm undertake rigorous research and development programs to develop new ideas targeting all the required accounting services. There are many accounting firms and CPAs, so you must gain the competitive advantage
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TEACHING NOTE ORGANIZATIONAL CULTURE AND CHANGE By Romuald Stone, DBA The construct of organizational culture has raised considerable interest of both academics and practitioners in the field of change management. Organizational culture is “derived from the anthropological concept of culture that attempts to explain why people in societies believe and behave as they do.” It has “become a common way of thinking about and describing an organization’s internal world—a way of differentiating
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Table of Contents 1. Introduction Page 3 2. Change Drivers Page 3 3. Images of Change Page 4 4. Strategic Change Initiative Page 5 5. Strategy and Culture Page 6 6. Getting the Heads Together Page 7 7. Resistance Page 9 8. Back to Work Page 10 9. Getting the Buy In Page 11 10. Resistance – Part 2 Page 13 11. Rolling It Out and Gaining Momentum Page 14 12. Evaluation Page 16 13. What I Took From This
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The TQM Magazine Emerald Article: A new framework for managing change J.S. Oakland, S.J. Tanner Article information: To cite this document: J.S. Oakland, S.J. Tanner, (2007),"A new framework for managing change", The TQM Magazine, Vol. 19 Iss: 6 pp. 572 - 589 Permanent link to this document: http://dx.doi.org/10.1108/09544780710828421 Downloaded on: 16-08-2012 References: This document contains references to 20 other documents Citations: This document has been cited by 10 other documents To
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behaviour a) Stakeholder’s change b) Managerial and leadership change c) Changing models of organizational behaviour -Various degrees of collegiality -Other models: political and ambiguity d) How do we successfully move forward? 2- Managing change and conflicts / resistance a) Organisation change management b) Resistance to change -Why does resistance occur? -Positive effects of resistance / Using resistance to generate successful changes CONCLUSION
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