Changes And Thinking Of Aloknath And Heeren

The second factor was the experiences and strategies that provided to the success they

University of Queensland ORGANISATIONAL BEHAVIOUR Course Code: MGTS 1601 Employee Resistance to Change Student Name: Yuanli Zhang (Phil) Student Number: 43401163 Course Tutor: Marissa Edwards Yuanli Zhang 43401163 Table of Content Introduction ------------------------------------------------------------------------ 2 Description of Problem ----------------------------------------------------------- 2 Propose Intervention ---------------------------------------------------------------4 Conclusion -------------------------------------------------------------------------- 7 1|Page Organisation Behaviour; MGTS 1601; Individual Essay; Employee resistance to change Yuanli Zhang 43401163 Contemporary business dynamics are pressuring

As a result of the approach, there was high turnover of staff and there was very little initiative amongst the remaining staff. Individuals were initially reported as being highly competent but later were blamed for things going wrong, shortly before they left. The team was very tightly knit and generally appeared supportive of the team leader.

professionally, they might not have faith in the management of the organisation or think that

They have make attitude because they are getting employees from zero and they rae training and developing to be a good workers.

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.

Although the Singapore Housing Development Board (HDB) is a strong and vast organization within a long-standing history of public service, an examination of the HDB reveals three key elements or challenges of the current situation, which without alteration - will hinder or prevent the change and growth of HDB (Jick, & Peiperl, 2011). The first challenge to change is the balancing of heavy workloads of employees with change. This issue of ‘balancing’ must be addressed, since forcing employees balance the strain of large workloads and change strategies can result in the stretching of resources and the destruction of employees from both their routine work and the change agent’s goals (2011). Second, the full integration of a new and improved customer service mindset is not fully completed and harmonized into the organization’s culture (2011). Change within this area is necessary since the lack of customer service integration and support for the new mindset - by managers - has caused an attitude of blaming amongst management and employees, and increased inter-department tensions. Finally, passive and mechanistic response of the staff must be addressed (2011). The passive response of staff must be addressed as these characteristics can delay or holt the growth and development of the change process (Bell, & Barkhuizen, 2011).

The climate of an organization must be one that is conducive to change for it to be effective. (Brown, D., 2011, pg 154) The psychological contract between the employees and employer has also been affected by the behaviors of both Mr. Watts and Mr. Ellis. A psychological contract is an unwritten agreement about expectations between organization and individuals. (Brown, D., 2011, pg 14) Management’s failure to act on the issues arising indicates that they condone the harassing behavior of Mr. Johnson, employees assume that management will do its best to ensure an environment free of harassment and intimidation, which they are clearly failing to do.

Ms. Sherman was conflicted by the situation before her with the acquisition and had no answers to the many questions leaving her with a sense of loss of control. As noted by Jick and Peiperl (2011), most individual’s negative reaction to change is related to control and a threat to their influence, surroundings, pride, and accustomed way of working (p. 337). She had built a successful team delivering results and was concerned with her team’s

One of the valued but demanding customer, who had considered Engstrom as a certified supplier, was requesting a large order but Engstrom was unable to deliver on time due to the low productivity problem. The plant manager along with his assistant were already dealing with the troubling numbers when this happened. While the task was a tough bone and not easy to tackle, and there were a lot of factors needed to be taken in to consideration. The leadership started to analyze and break down the main causations other than the overall economic trend that dragged the company into the turmoil, as it turned out, it was the low, frustrated employee morale and diminished work satisfaction.

Concerning the negative aspects of organizational changes, often politics may play a prominent role, which in turn can be chaotic. In this particular instance, especially, elected officials, or any other person in an organization that is being influenced by a third party, or when politician’s accepting money from corporations, or donation from the lobbyist for that matter. Besides, as this is the world we live in; people often go to an organization or business with the

The new PMS uncovered some managerial dissembling. Because managers allotted ‘Not Rated’ ranking to new members and saved the higher rankings for their veteran employees irrespective of their performance. Hence the new member in team might be de motivated.

The two-factor theory by Frederick Herzberg was based how the employees themselves felt about their jobs. The two factors are the hygiene factor which had to do with the working environment and the motivator factor which is linked to an employee's performance. These factors are not best applicable to a sales force as they are usually goal orientated and look for set objectives.

Low job satisfactions lead to low performance of the company. For instance, if the employees of the Digi Company are not happy with their job, they would perform badly and the company’s profit will be affected. Frederick Herzberg’s Two Factor theory does not explain the relationship between them. Hence, this theory needs to be corrected to have practical relevance. Digi Company should equip their employees with skills, abilities, and knowledge to increase the productivity of the business. For example, the company can provide more training programmes for the employees. This can be done by sending their employees to another company abroad to let them gain new experiences and skills in their specialized field. Moreover, Digi Company can send their nutritionists to another company that is specialized in nutrition field so that the nutritionists can come out with ideas on a more nutritious and healthy product. As the result, this might help Digi Company to boost their sales as well as

In this case-study for Electra Products’, I will be addressing relevant, organisational behaviour and communication issues that must be addressed in order to “revive the failing company” (Samson, 2012). Specific recommendations will be offered to further assist in focusing on the key outlined issues and what actions would be most appropriate to take from this point. Throughout the report, it is clear the attitudes of staff are becoming unfavourable and has resulted in a lack of job satisfaction, thus becoming a crucial behavioural issue within the company, restricting its progression and the success of the empowerment campaign implemented by the company’s new CEO. Selective perception and emotions of the staff are creating communication issues that are barriers and are “going to be an obstacle to the empowerment efforts” (Samson, 2012). Limitation’s that restricted the recommendations for this case study were lack of information on each of the departments and individuals involved. There was also no clear mission statement or goals stated to help the employees and departments understand where the team leader desired the company to be repositioned. Communication involves a transfer of meaning and understanding, staff need to have a solid understanding of the company’s mission statement and the individual goals of each department. If they can understand and adjust to work with one another’s goals, it will create greater, more positive diversity in the ideas