A Continuously Changing Business Environment

As a result, Zwick (2002, p. 542) has noted that implementing change programmes in organisations that realise positive outcomes remain problematic for many organisations in the 21st century. Ayodeji & Oyesola (2011, p. 235) have postulated that organisational change is a dynamic process, which when taken poorly contribute to employee resistance to it, and eventually leads to failure of the whole process. 3|Page Organisation Behaviour; MGTS 1601; Individual Essay; Employee resistance to change Yuanli Zhang 43401163 Employees resist changes when they occur in the organisations for several reasons. Many organisations when they introduce changes are likely to stick to the ‘top-down organisational change’ process (Awasthy, Chandrasekaran & Gupta, 2011, pp.

The same traits which make Millennials an asset to a company can also make them a liability. Millennials prefer brief, frequent communications with their colleagues, which can interrupt others’ work and cause distraction. Because of the frequency of those exchanges, this generation often leave

In order to successfully and effectively implement change all of the employees should have a good understanding of how the changes will benefit the organization, their positions, and how it might impact their routines. To many employees the implementation of change is not always properly communicated, and the process of change on paper as it is being implemented can be threatening as well as confusing. Also, the people behind the scenes making the changes may not have taken specific details into consideration regarding effective changes that perhaps the employees

Cloud computing offer services that are available wherever the end user might be located. Telecommuting is becoming a popular option that employers are offering and cloud computing makes it an even better idea to implement knowing that the data is stored in a secure location. No matter where you are in the world, you can access your cloud based applications. This is also another way for businesses to save money in their budget as not all the employees are required to be in the office, so they do not need as much space or such a large building to accommodate all their employees. This allows businesses to save on rent, utility bills and office equipment.

Today’s working environment has experienced a major transformation over the last decade, particularly in terms of population diversity in the workforce. There are currently four main generations dominating the workforce, they are made up of Silents, Baby Boomers, Generation X and Generation Y. It is expected that in the coming decades there will be further changes with emergence of newer generations, and slower removal of older generations from organizations as pension age increases. Understanding differences between the generations, and learning to adapt their management practices is critical to building a successful multigenerational workplace. I would like farther explain each generation’s attributes and their effects on the workforce.

Week 3, the lecture on Managing Change describes organizational changes that occur when a company makes a shift from its current state to some preferred future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to decrease employee resistance and cost to the organization while concurrently expanding the effectiveness of the change effort. Today's business environment requires companies to undergo changes almost constantly if they are to remain competitive. Students of organizational change identify areas of change in order to analyze them. A manager trying to implement a change, no matter how small, should expect to encounter some resistance from within the organization.

The purpose of this paper is to discuss organizational change and the management of that change. I will talk about the different drivers of change, the factors a leader needs to weigh to implement change effectively, the various resistances a leader may encounter while trying to implement change, and how various leadership styles will effect the realization of change. I will also discuss the knowledge I have gained through the completion of this assignment and how I think it might affect the way I manage change in my workplace.

Introducing organisational change is often hard, the main reasons for that can be variation in perceptions of the employees, fear of disruption or failure and underlining the right approach to apply change. Then even if the change in a specific organisation is projected successfully there is still lot to be done to manage it in an appropriate way (Oakland, 2007).

Change management is relevant as though the research finds that change is taking place at an ever-increasing pace, the evidence suggests that most change initiatives fail. For example, recent CIPD research suggested that less than 60% of re-organisations met their stated objectives which are usually bottom line improvement. This is consistent with other published research.

1.1 Change management is described by Armstrong (1) as “the process of achieving the smooth implementation of change by planning and introducing it systematically taking into account the likelihood of it being resisted”. Change, the fundamental constant in any successful organisation, can be adaptive, reconstructive, revolutionary or evolutionary and can happen for a number of diverse reasons:

Workers at all levels of an organization, be they CEOs, middle managers, or entry-level staff, recognize that change is inevitable. However, the successful implementation of organizational change in response to changes in an organization’s external environment can be one of the greatest challenges top-level leaders face. Regardless of how far-seeing and meticulously planned organizational change may be, it will not be effectively implemented unless it is communicated to an organization’s staff in such a

X, and Generation Y, AKA the millennials. There is a shift in the demographics of the workforce as the Baby Boomers, roughly 1946-1964, are gradually starting to retire. Millennials, broadly defined as those born after 1980 and up to around 2000 (The Denver Post 1), will be expected to take up to three fourths of the “workforce within 10 years”(The Denver Post 1). With the increased numbers of the “younger generation” entering jobs, there will be new challenges. They regard career choices in how the job fits them, instead of them fitting the job. Other generations deem this as arrogant, self-absorbed, and having a sense of entitlement. One could say that this has likewise been true with previous generations as well when they entered the workforce. Hasn’t each group has made changes to the business environment in order to make it more gratifying to go to work? Millennials are no different in that aspect, they are bringing new concepts to the conference table. In order to retain the influx of a newer generation, companies will have to adapt along with the “older” generations. The millennial generation is precipitating new change for business. In this change, millennial employees perceive their ideal workplace as collaborative, flexible, and creative.

Resistance to change is one of the biggest barriers that organizations face in their efforts to implement organizational change. This greatly hampers the uptake of new technologies, new ways of doing work and even progress of organizations. Reviewing on this, the British Journal of

In today’s increasingly competitive world, change has been described as an important tool for organisational development and the pace of change is primarily attributed to the ever increasing challenges such as competition, development, communication, merges and acquisition, technology and general instability. Workplaces are faced with endless change (Herscovitch & Meyers, 2002) and effective management of that change is an effective competency currently required by an organisation (Paton & McCalman, 2000). The success of any change process solely resides in the willingness and eagerness of employees to realise the need for change, however resistance to chance is the more common reaction (Caldwell et al 2004)”. It has been estimated that, seven out of ten US managers identifying their organisation as having gone through a reorganisation in the past five years, more than 80 per cent of Irish managers reports similar levels of change within the past two years (McConalogue, 2003). Change in today’s competitive business environment may be seen as inevitable and any attempt by an organisation not to anticipate change is short sightedness and as well resisting change is deadly. One of the most important tool as far as change is concern is the ability or skill to lead and manage change, thus an introspection of both the personal and organisational dynamics engaged in the effort of change with special emphasis on how people are lead towards a change process.

The purpose of this report is to identify organisational change and its impact on key decision makers within the