INTRODUCTION
An organizational change disturbs the structure of organizational life in terms of interpersonal relationships, reporting lines, group boundaries, employee and work unit status. (Paulsen et al., 2005; Terry and Jimmieson, 2003). Although change is implemented for positive purposes (like to adapt the changing environmental conditions and to remain competitive as well), its is observed that employees often respond negatively toward change and resist the overall efforts. This negative reaction is largely because change brings with it increased pressure, stress and uncertainty for employees (Armenakis and Bedeian, 1999; McHugh, 1997).
One of the main reasons causing the failure to bring change is of employee resistance to
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The objective of this study will be to address the questions i.e., whether perception of the employees matters while bringing change in the organization? Research study will further examine the extent to which employees perception effect the expectation of the employer.
BACKGROUND OF STUDY
As we enter the new millennium, organizational change continues at an alarming pace. A study by the American management association revealed that 84 percent of US companies were in the process of at least one major change initiative. While 46 percent said they had three or more change initiatives in progress (peak, 1996).
In order to survive, Organizations are under tremendous pressure to pursue organizational change in order to survive in an environment of increasing change and turbulence. Management scholars know that this level of change may have a serious negative impact on employees’ attitudes and productivity. Employees may be highly skeptical of planned change initiatives and both actively and passively resistant to change, resulting in unsuccessful change efforts, decreasing in morale or productivity, and increases in turnover or subsequent organization failures ( Dervitsiotis, 1998, Eby et al 2000). Conversely effective management teams recognize that positive employee attitudes are often vital to achieving organizational goals. (Eby et al, 2000).
SIGNIFICANCE OF STUDY
The changes
43-45). Top-down change process provides prescription that has only been developed by top managers and given to lower cadre employees down the ranks to consume without their input. According to Bovey & Hede (2001, p. 540) resistance occurs at the individual level, where employees are motivated by psychological factors to change that include resentment, frustration, low motivation and morale, fear, and feelings of failure. At the same time, earlier publication by Yilmaz & Kilicoglu (2013, pp. 17-18) identified four factors that motivate employees to resist changes in the organisation: employees focusing on self- interests as opposed to those of the organisation, having inadequate understanding of
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
Organizational change is a necessary outcome when considering various scenarios contributing to the resulting vision. Perplexing as it may seem, change initiatives don’t always result in positive outcomes. In fact, many never succeed. As a change agent, one should always have formulated a vision of what change will “look” like for the organization. One would be hard pressed to paint a landscape without having a vision of what the landscape should resemble. Yet, resistance to change usually becomes a significant factor contributing to an initiative’s failure. It is likely an
Organizations must respond to their internal and external environment. Therefore, organizational success heavily relies on leaderships ability to manage change. Unfortunately, many leaders struggle to effectively lead change initiatives. In fact, Ashkenas (2013, para. 1) reported 60 – 70% of organizational change initiatives fail to meet their objectives.
Large scale change is not a simple matter, the complexity and many moving parts can be distilled down into a couple models, however pulling off a successful transformation is extremely challenging. Unfortunately, the odds are not good for change. Research by John Kotter revealed that only thirty percent of change programs succeed. The main reasons for the failures are not related to resources or budgets, but behavior and more specifically, employee resistance and management behaviors that do not support the intended changes. These are the two leading causes that result in seventy percent of failures. Kotter first reported on this dismal success rate back in 1995, and quite honestly, there has been little progress at advancing the success of
In today’s society companies are finding that it is more demanding that they make changes in certain departments or in the entire company. May managers are faced with the question, “How do I make successful changes?” Another issue company’s face is the resistance to changes by employees. How can a company reduce the resistance from employees? What role do human
Positive or negative, change can be challenging to manage because employees need to be on board and be obliged to make necessary changes as well as adjust his or her work habits. When implementing change, a manager may run into numerous obstacles from resistance from the staff to morale issues. This is primarily caused by a lack of understanding by the employees and a fear of how the change will affect him or her directly. Implementing change within an organization can be extremely difficult without a manager who understands d his or her role and responsibilities. This could be the deciding factor of whether or not the
Organizational change is difficult, although necessary to support growth and excellence in the market place. The concept of change can have negative connotations among employees, especially if change implementations have not been successful in the past. This paper is going to describe the need for change, barriers to change, factors that might influence change, readiness for change, the theoretical change model that relates to the change, and resources that support change implementation.
Change is inevitable in this world, how we handle it is what makes the difference. While most agree that change is typically a challenging issue for an organization it does not mean that is can not be accomplished with little to no upset. Be it a simple change or a major project there are strategies that can be used to make the change a positive experience for both sides of the change; but first an understanding of resistance to change must occur.
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).
Bolognese, A. (2002). Employee Resistance to Organizational Change. Retrieved December 2, 2006 from Internet, http://www.newfoundations.com/OrgTheory/
Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.
When it comes to organizations, change is constantly occuring. Managers are accountable for preparing the business, in addition to helping the employees cope with the change. The purpose of this paper is to highlight an organization and to diagnose the need for change and present a plan to transform the company, using Kotter 's 8-Step Approach. The following topics will be covered in this paper, company overview, diagnosis, Kotter 's 8-Step Approach, and Conclusion.