Assignment #5: Rowe Program at Best Buy

Resistance to change is an expected reaction of human nature. We are not accustomed to change, as it is possible to lead to failure; however, there are also ways to manage the resistance within the company.

Habit as defined in Webster’s as a: a behavior pattern acquired by frequent repetition or physiologic exposure that shows itself in regularity or increased facility of performance b : an acquired mode of behavior that has become nearly or completely involuntary (Merriam-Webster Dictionary Online, 2011). Behavior is the manner of conducting oneself or anything that an organism does involving action and response to stimulation. In everyday life habits are formed and intertwined with ones behavior. People are often associated with the way they behave

In order for an organization to be successful, it depends upon the organizational structure, availability of resources, vision, and mission of the organization, and employees’ willingness to work towards the change-related goals (Brisson-Banks, 2010). Many employees, even at the management level, may lack the experience and motivation to recognize the urgency of change (Erwin, 2009). Ford, Ford, and D’Amelio (2008) wrote that resistance to change grows from broken agreements and trust violations. The article states how some people may experience anxiety about job stability and growth become overarching. In addition, they may fear that they will not be fortunate enough to retain their jobs, whereas others are simply unwilling or unprepared to learn and develop new skills.

We all know that habitual behaviours are difficult to change (think, for instance, about how hard it is for people to give up smoking.) Habitual behaviours are those behaviours with which we are comfortable. We do not want to move out of our comfort zones to change our habits.

Habit 1 : Be Proactive. The Habit of Personal Vision. According to Covey, this habit reflects our innate ability to take charge of our lives. We are not simply products of in-grained stimulus- response reflexes. We have the ability to take charge, plan ahead, and focus our energies on things we can control instead of reacting to or worrying about things over which we have little or no control. This habit allows us to rise above the ebbs and flows of the tides of our day-to-day lives and direct our lives.

A person’s personality trait can define who they are. Some can tell these traits by the way a person reacts to certain situations, personal or on the job. A person develop traits from the way they were raised and the environment that surrounded them. Everyone carries some type of personality trait, but no one carries any that are identical. Managers have personality traits just like everyone else. Traits are linked personally and indicates a person’s character. No one has the same feelings or thoughts. So it is vital for manager to understand their personal traits and figure a way to use them in management. These

Allport defines personality as ‘the dynamic organisation within the individual of those psychological systems that determine his unique adjustment to his environment’ (Allport, 1937). An individual’s unique personality traits and attributes are a powerful indicator of how he/she will interact with the work environment. The difference between average and outstanding employees can often be solely personality related. As the employee is the most valuable asset to the company, ‘selecting the right employee during the process is critical’ (Carbery and Cross, 2013, pp. 41-53)

The second source of change from exhibit 18-2 is fear of the unknown, which is how change substitutes ambiguity and uncertainty for the unknown. Examples of fear in a workplace began by fear of change and ambiguity, fear of the consequences from not achieving a task/goal, fear of losing job or poor performance appraisal, fear of looking foolish or making a mistake, and fear of an individual such as a boss, manager, or other co-workers. A work place environment where employees experience fear can be debilitating and can negatively affect their performance, and the entire organization. Fear will also prevent employees from learning from their mistakes, so it dooms them and the organization to repeat the same over and over again. Building support

It is important for managers to understand the sources of power and influence as they must rely upon the cooperation of subordinates in order to be successful. Strong managers rely upon more than just authority they also use leadership skills and power to obtain the most productivity from their staff. According to French and Raven (1959) there are five sources of power. Referent power seems to be the most influential and the least affected by change. To quote Paul Argenti,

Individuals when faced with any major change will be inevitably resistant and will want to preserve the status quo, especially if they think their status or security within the organization is in danger (Bolognese, 2010). Folger and Skarlicki believe that organizational change produces skepticism in employees which make it problematic and possibly even impossible to contrive improvements within the organization (as cited in Bolognese, 2010) Therefore, management must understand, accept and make an effort to work with resistance, since it can undermine even the most well-conceived change efforts (Bolognese, 2010). Furthermore, Coetsee states for organizations to achieve the maximum benefits from change they must effectively create and

We tend to think of habits as bad (smoking, cussing, biting your fingernails) but they can also be good (walking the dog, oatmeal for breakfast, a weekly date with your spouse). THE POWER OF HABIT shows how easily habits form. They rely on three simple things–a cue, a routine, and a reward–and don’t take long to stick. Our brains love habits. They allow us to be efficient. They help us do things like drive a car without constant self-monitoring. Once we learn where the brake pedal is and how hard to press the

An organization’s culture governs day to day behavior. This type of power may be seen as a control mechanism, which businesses use to manipulate internal and external perception. Every organization has a set of assumed understandings that must be adopted and implemented by new employees in order for them to be accepted. Conformity to the culture becomes the primary basis for reward by the organization. “The role of culture in influencing employee behavior appears to be increasingly important in today’s workplace, as organizations have widened spans of control, flattened structures, introduced teams, reduced

What is a habit? A habit is a settled or regular tendency or practice, especially one that is hard to give up. Every person has a habit. From small, non dangerous, habits like biting nails or high pitched laughing, to dangerous ones such as smoking, drinking, and reckless behavior. Habits can go un-noticed by people because they vary in seriousness. Breaking habits varies greatly. It can be as simple as not doing something in the morning, to stopping drugs and alcohol.

Organizational culture has been described as shared values and beliefs that underline a company’s identity. A strong culture that encourages employees from the top to the bottom in adaptation and change can increase organizational performance by energizing and motivating employees, shape behaviors, unify personnel in the goals / objectives and align employee’s actions with the priorities of the company (Daft, R., 2013). Creating a constructive culture should be a manager’s top priority because the right culture will propel a company into a top performer in its industry.

We are creatures of habit. Whether they are good or bad, habits shape our actions and help us get through our days. As Charles Duhigg describes in his book, The Power of Habit: Why We Do What We Do in Life and Business, habits “emerge because the brain is constantly looking for ways to save effort.” They are routines that automate parts of our behavior. Habits can be so firmly ingrained into our neural networks that we aren’t actually conscious of them, and we don’t need to put much thought to follow through them.