Synergetic Solutions Report Essay

Many types of risk are created – risk to the project, to the organization, to the employees involved and to the individuals supporting the change.

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

Our textbook lists the four major reasons for resistance to change as inertia, misunderstandings, group norms and balance of power. Misunderstandings, while difficult to recognize and overcome, can be handled through training, by clearly stating the changes made and the expectations of the department, and by establishing a clear line of communication between officers and superiors. The department can handle group norms resistance by allowing officers to participate in the planning and implementation of the approaching changes. The balance of power is a struggle faced by many departments, and it can create significant resistance to change. Anytime a department is attempting to make a change to an officer autonomy or power there will be resistance, however, by factoring in this resistance and clearly establishing roles and role expectation,

Many people may resist change because they fear they will lose their jobs, status or position. It may be because they do not fully understand the purpose of change, or they may have a different perspective on the change than their management. “Individuals, groups, and organizations must be motivated to change. But if people perceive no performance gap or if they consider the gap unimportant, they will not have this motivation. Moreover, they will resist changes that others try to introduce,” Bateman and Zeithaml explained. Many times change for people at work

This paper looks into Synergic solutions Inc., a company that resells assembled computers. The Organizational simulation will look into the three theories of change management. Using the three theories, the paper will analyse any cross-cultural issues that come with change. The paper will look at three internal and external drivers that have propelled change in the organization. It will also look into any factors that the head will need to look at in order to ensure change in the organization. Resistance is one of the aftermaths of implementing change. The paper will look at what types of resistance that the head of the company might face and the way this resistance may be handled. This will in turn look into the leadership styles that may

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.

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.

The reasons for not changing are seldom to do with lack of knowledge.  People find their own reasons for changing.  The approach of the worker is a critical factor toward the outcome for the person with whom we are working.  Giving advice and information when the person is not ready may increase resistance.  A respectful, empathic, collaborative, eliciting approach is more likely to lead to change – Motivational Interviewing is such an

The final force for change was the need for flexibility in organizational structure. The employees of Synergetic needed to understand what the transition plan was exactly, and they needed to know that they were of great value to the company during the transition. Thus, I felt focus on the employee, a streamlined operation and production standards was a necessary first step.

Employees who feel pushed out of their comfort zone may also resist change, due to the unfamiliarity of new implications or managers. The fear of uncertainties due to the lack of communication can also lead to resistance to change on an individual level. If employees are not informed of the needs of the change then the fear of the unknown can cause resistance.

Change starts with the perception of its need, so a wrong initial perception can be the first

In these instances, change is seen as evil and not "healthy". Change is not looked on as a positive opportunity and thus is rejected by the individuals in a company, which may result in incohesiveness within the organization and eventual collapse. Personal instances of resistance like those stated above often hold companies back because of their conservative views as they often result from lack of individual confidence in oneself to be creative. Stemming from personal instances of resistances is the occurrence of group resistance to change. Sources of group resistance to change include: Conformity to Norms (Inertia), Vested Interests, Sacrosanct, Rejection of Outsiders, Overdetermination, and threatened power. Vested Interests is probably the most interesting source of resistance because how can interest in being the best be a resistance? Vested Interests can be a resistance because it often promotes conformity to norms, as workers are less likely to contribute their ideas to the advancement of innovation and as a result the company suffers as past new ideas become old, and new ideas are needed to survive in the ubercompetitive business world today. Rejection of Outsiders can be looked on as positive or negative, but more negatively, thus placing it as a resistance to change. Rejection of Outsiders might cause more cohesion within a group to rely on each

Technical resistance is caused when employees are concerned about the capital that was invested in the technology and equipment that is currently being used. There is also cultural resistance that is difficult for employees to change values, norms, and procedures that are supported by the current culture within the organization. The final type of resistance is political resistance. This happens when decisions made in the past are now being questioned which can cause certain stakeholders to feel threatened (Van Dijk, & Van Dick, 2009).

To identify the key elements of the resistanceto change described in this situation, one may make use of the six Change Approaches of Kotter and Schlesinger.[1]The model prevents, minimizes or descreases resistance to change in organizations. According to Kotter and Schlesinger (1979), there are four reasons that why people resist change, three of which are applicable to this case:

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