Tales of Woe at the Concorde Bookshop: Change Management Case Study

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.

According to Hussain, Lei, Akram, Haider& Ali, 2016 “It is important for organizations to make changes and update old process in this competitive business environment”. Implementing change in a department of a company, hospital or doctor’s office can be difficult. Lewin’s Change Model is an effective way to help Managers and business owners update old processes and structures. (Hussain, Lei, Akram, Haider & Ali, 2016, P 1.) There are many reasons why change can be resisted. It is very important that the manager communicates with the staff effectively about the change and how it will affect everyone involved. Good ideas have been applied

It was once said that the only constant is change which is true. This change can be a major change or a subtle one, either way change is still constant.

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

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.

Change management within an organization can be difficult, many employees will be reluctant or outright belligerent towards any change to their status quo. Kotter’s technique aims to transform a controversial or radial change, into a positive outcome for employees and employers. The 8 Step Change Model involves:

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).

It is a difficult task when soliciting buy-in from subordinates in an organizational change initiative due to an inherent resistance to change. This synopsis will present three change tactics that are commonly used to engage employees in the change process and they are: Kotter’s 8-step Process for Leading Change, the Change Management Foundation Model, and Deming’s Plan-Do-Check-Act model. It will also discuss why organizations should use benchmarks in the change process. This document will conclude with a summary of this discussion.

In order to examine this issue further, this research will look at a number of different sources. Contemporary managerial sources are explored in order to understand how other voices in the field are describing similar methods for change. First, popular structures for change management are examined, especially within their correlation to Palmer & Dunford (2009). This is followed with an extensive

In the review of the book, “Making Change Work: Practical Tools for Overcoming Human Resistance to Change,” I decided to summarize the major steps the book establishes. It discusses how to begin the change process by understanding your need for change, to the final step of the change process where an organization needs to implement changes. After summarizing the steps, I am going to show how the book relates to the textbook, Organizational Change: An Action-Oriented Toolkit, as well as giving a managerial implication.

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

These factors have made customers’, consumers’ and stakeholders’ satisfaction level more demanding. An organisation needs to be more comfortable with change and it is a vital responsibility of the managers to manage human resources along with other resources and adapt organisational change. Hence, rapid and obvious organisational change is difficult and more risky as employees become more habitual of the existing organisational structure and culture.

Change can be successful if a company or group within the organization changes the way an individual presents oneself (Spector, 2010). Behavior change is based on how an individual works within the environment. The employees of Concord Bookshop were not consulted therefore did not have an opportunity to verbalize their concerns or provide input to assist the company to move the bookstore in a new direction. The management team was aware of the financial distress and was willing to participate in any financial changes required. The employees of the bookstore had an abundance of knowledge and experience that may have contributed to ending financial turmoil (Schein, 2011).

The corporate culture of the organization will often determine what gets done; the values behind the organization’s vision will show in day to day work. Continuous efforts will be made to ensure that the change is seen in every aspect of the organization. This should help give that change a solid place in the organization’s culture. It will be vital for the company’s leaders to continue supporting the change. This will exclude existing staff and new leaders who are brought in. Once the support from these people is lost, we might find ourselves back where we