Case Analysis : Rick 's New Job

Case: Rick Sanchez is an older white male, who carries a flask on him and can frequently be seen drinking out of it, this is concerning because of his pension of flying his hovercraft after having a few pulls and possibly endangering his life as well as his grandsons who is often with him. Rick Sanchez has complete disregard for the law, and lives on his own terms. He is wanted by the Galactic Federation for numerous crimes. He often acts with disregard for the lives of others. He has an extreme intellect which he uses by inventing things, though he does not try to sell these inventions to the benefit of his family. Sanchez does not hold a steady job and relies on his daughter Beth for housing and financial

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.

Implementing change in an organization is complicated. It is important that a manager understands their role and responsibilities for which could very well be the success or failure of an organization. A manager should know how to handle staff resistance, and the areas that require change. There are processes that help management with assisting their staff members with adjusting to change and concentrate on the areas of importance. This process includes planning, assessment, implementation, and evaluation. The difference between a failed organization and a successful manager is when the manager has the ability to implement change with little disruption to

Some many organizational change efforts fail to reach their intention, but the high-ranking sponsors often blame the disappointment on the employees and manager struggle to change at times. They really don’t know how difficult it is to lead and implement change effectively (Robbins, 2011). A good change does require good people skills. Employees resist change because employees can be very unsure about the loss of status or job security within the organization. This would mean the employees and there manager as well as their peers will resist technological changes. The employees will also endure fear of failure that could cause employees to doubt their ability to do the job/ or their duty. Those type of change employees are resisting because the employees are too worried about learning the new requirements. Peer pressure can be endured as well for employees when the employees start to resist change to protect their co-worker, and so will the manager to protect their work group. The human resources roles are planning and implementation, planning would be evaluation of

This article discusses the pros and cons of advocating change within the workplace. It also discusses the reason (s) individuals are said to resist change because of habit and inertia, fear of the unknown, absence of the skills they will need after the change, and fear of losing power. OD approaches to organizational change pr

Summary: Dominick Murphy is a 27-year-old male who is a previous customer of this counselor. A comprehensive orientation was provided in the office on 7/25/17, to Dominick and his mother/guardian Renee Gates. During the meeting counselor reviewed agency services; the employment purpose of MRS programming; that an employment outcome shall be in an integrated setting; eligibility criteria; services available through MRS and the statewide workforce investment system; the individualized nature of the program; the requirement to use other sources of funds before MRS can pay for services; how the applicant will be involved in making informed choices regarding their rehabilitation program; customer contribution; the agency’s order of selection

According Lorenzi and Riley, often many organizations fail to realize the extent of change and its effect on the organizational dynamics between behavior, culture and performance. Additionally, management is typically unaware of the effects system wide change has on the way “we do work”. Work processes change, relationships shift, work skills are either altered or deleted and as a result an

A lot of articles and research were done on why people resist changes and how managers can help employee to cope with these changes, some of these theories are

Complacency, acceptance of new ideas, poor communication and implementation of change within the department were captured as areas of opportunity. PEC focus groups shared concerns that management does not promote innovative thinking and many times individuals feel the adage of “this is the way we have always done it” only promotes the feeling of comfort and inhibits the opportunity for growth. This feeling of comfort sometimes impedes the department from finding more efficient means and promotes complacency with a status quo mentality. Subsequently, a cycle of complacent mentality is being passed to new employees within the department. Finally, employees mentioned when change is implemented, training is not sufficient and individuals are left to figure out on their own and resultant in not obtaining the full benefit intended. Personnel are left to rely on what is comfortable or simply not changing current practices.

As a result of the success these practices have realized, employees tend to embrace them and reject any changes that do not conform to what they consider the way they have always done things. Employees usually become conditioned to the idea that the activities and procedures of the past will continue to be fruitful in future. As a result, they may reject new development and advancements that they feel would threaten their value system.

Addressing the tension between the old and new forms of management is often the most difficult and contentious stage in the process of acquiring new skills and knowledge. The sentiment associated with the ritual and tradition of long held beliefs and practices can often challenge and occasionally defeat the rational logic we use to lubricate organisational change.

One of the most difficult tasks for managers is to manage their employee’s resistance to changes within the organization. It is clear that change is an unavoidable element found in all organizations and one of the main reasons of stress for employees. This is why some employees experience difficulties coping and adapting to it.

Since human beings are adaptive and familiar with change, how is it that they often resist change in their work environment? This question had troubled managers since the beginning of the industrial revolution, and the fast peace of change required by the electronic age has made

These elements like communication pattern, delegation of tasks, leadership style are barriers when they do not aid to mutual information exchange, and decision making to aid change process. Summers (2011) opined that at individual employee level, there can barriers like no awareness and knowledge about new QMS, or even they may not have motivation to unlearn the old and learn the new. Acceptance and adoption of a new work method may find no employees as it conflicts with their existing work-standards. This is closely linked to their individual cultural beliefs, organisational work culture which also affect individual abilities, which when falls short, needs new skill sets to be learnt. Many employees are unable to cope with the steep learning curve, as each of them have ‘individual differences’ in learning new skills, show different levels of abilities in applying new work methods (Dean and Bowen, 2008).

The social, economic, technical and cultural environment in which the firm operates is always changing. The company must keep pace and change accordingly. Similarly, within organization, new types of production technology may be introduced; the existing product lines may be phased out. These imply a change. We are talking here changes. Man by this very nature resists any change. Used to the old system or method of doing a particular job, people perceive change as a threat to their security. Moreover, change implies learning afresh the new methods or processes and most people resist making this extra effort.