The Impact Of Organizational Change On A Specific Context And From Two Perspectives

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The study of organizational change is a subject that has attracted diverse academic discourses. Over time and across academia, scholars are concerned with various aspects change. Moreover, in spite of the various perspectives and conclusions on the subject matter, there appears to be consensus that indeed, the way change is introduced in an organization determines the success of the intended projects or strategic goals of the organization (Williams, 2006). Practically, in most of the organizations, change is viewed as a bad thing. In other words, managers may not wish to condone the resistance of their proposed projects since they delay the achievement of the goals. Hence the salient question to ask is whether resistance to
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In both cases, the relevant theories and models are invoked and a suitable synthesis applied. Conclusions are made and the answer to the essay question reiterated. In the final analysis, the essay emphasizes on the need to view change resistance in an alternative manner; as opposed to the traditional demonized approach.
Resistance to Change
In many cases, resistance to change is viewed and analyzed from the managerial perspective (Schultz & Schultz, 2004). From the managerial point of view, resistance to change is considered as a cause to the delay in the achievement of the organization’s strategic goals. Hence managers are aware of the effects of the resistance to change, such as wastage of time. As a result, change projects are introduced earlier than the actual time, so that by the time the management can mobilize consensus on the proposed change, the ideal time for the commencement of the project is fulfilled. Hayes (2002) outlines other ways of managing change, such as coercion, manipulation and dialogue with the employees. At this point, it is also necessary to realize that change is not only a property of the employees but also an aspect common with the middle level managers. According to Folger and Skarlicki (1999), such managers are reprimanded, transferred to given higher positions in order to allow the change process to take its course. In some cases, employees who resist change were sacked such as shown below.
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