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

This article discusses the pros and cons of advocating change within the workplace. It also discusses the reason (s) individuals are said to resist change because of habit and inertia, fear of the unknown, absence of the skills they will need after the change, and fear of losing power. OD approaches to organizational change presents a solid consensus that change and resistance can and should be "managed" by developing a strategy for change and using the OD tool kit of interventions such as training and communication programs, confrontation meetings, stakeholder

Section 1: Introduction. It has been said that resistance to change can paralyze an organization. My paper will examine the reasons organizations resist change, and present one strategy an organization should consider to reduce the organization's resistance to change. The resources for this paper will come from Chapters 6 and 10 of the textbook.

Change in a business is inevitable and typically only the strongest thrive. With a fluctuating economy and constant technological advancements, organizations are expected to adapt in order to survive. When a business is posed with an issue or change, it must develop new business and strategy structures and implements those developments throughout the entire company. Communication, education and participation are all required for a change model to be successful. Though change and adaptation may be needed to better the company, with implementation of change comes resistance. Most companies face resistance on an organizational and individual level during a transition. However, it is how the company is able to overcome

Individuals when faced with any major change will be inevitably resistant and will want to preserve the status quo, especially if they think their status or security within the organization is in danger (Bolognese, 2010). Folger and Skarlicki believe that organizational change produces skepticism in employees which make it problematic and possibly even impossible to contrive improvements within the organization (as cited in Bolognese, 2010) Therefore, management must understand, accept and make an effort to work with resistance, since it can undermine even the most well-conceived change efforts (Bolognese, 2010). Furthermore, Coetsee states for organizations to achieve the maximum benefits from change they must effectively create and

One of the most difficult tasks for managers is to manage their employee’s resistance to changes within the organization. It is clear that change is an unavoidable element found in all organizations and one of the main reasons of stress for employees. This is why some employees experience difficulties coping and adapting to it.

For most, resistance to change inevitable, for some it is their personality and others it is fear of the unknown. Organizational structure may change through downsizing, outsourcing, acquisitions, or mergers. In this paper, I will be examining resistance to change during a merger and how to manage this type of stressful and many times unclear change in an organization. There are three key strategies for managing resistance to change; communication, participation, and empathy and support. Throughout this paper I will discuss the three strategies above as well as some other contributing factors to change in an organization.

TITLE OF ASSESSMENT:Employees might resist change because of self-interest, misunderstanding and distrust, and a general intolerance for change. Outline the five techniques that companies can use to manage resistance to change that are described in your textbook and discuss using the refereed journal articles you have researched for this essay.

The ways changes are implemented within a company can influence the results (Kotter, 1995). Over the years, many theoretical models have been developed. They are useful as they are a starting ground for rapidly implementing change with a positive result and can help reducing employees’ resistance (Petrescu, 2010). This section will discuss and analyzes various of the model currently used for manage change, employees resistance and its results.

Employees resist change for a wide variety of reasons, ranging from a straightforward intellectual disagreement over facts to deep-seated psychological prejudices.

Dent and Goldberg challenge currently held beliefs about Resistance to Change in organizations, seeking to reestablish its true meaning and thus replace it with a more appropriate mental construct. This was expedient for applicability to change management in organizations. In achieving this, the authors retraced the origins of the concept in the field of organizational behavior, through a systematic literature review.

Virtually all organizational members can be expected to behave in ways that will maximize those goals that they personally consider most important (Dent, E.B, & Goldenberg, 1999). I feel it is interesting to note proposals for change are interpreted as a threat to a personal status quo. Individuals as well as groups are likely to resist usually believe they stand to lose something of value as a result. In these circumstances the members of your organization will focus on the greater goal only to protect their own self-preservation. More often than not we lose site of the overall good for the organization and lose focus on the overarching goal. Change often tends to make individuals feel threatened. People are engraved to protect any disruption to power, money, prestige, convenience, and security

In order to successfully combat resistance, managers should understand that not all employees resist change. However, identifying individual resistance is important in developing a strategy in overcoming it and transitioning an employee’s behavior and actions. Symptoms of active resistance can range from blaming, intimidation, to sabotage. Passive resistance is identified as malicious compliance, procrastination, withholding information, and failure to implement changes. (Akin, et al, p. 147). Individuals who resist change base their decisions on the perception that the timing of the change is wrong, the specific change is too excessive, the change does not align with personal ethical

Growth within any organization brings about a certain amount of change, and this can be unsettling to some individuals who have grown accustomed to a certain way of doing things, as well as a feeling of being overwhelmed with new functionalities and a sense that their once close nit family oriented business has exploded into an organization where they are now just a number on a spreadsheet. This can be the springboard towards resistance to change, but numerous varieties exist, and it is those that might originate from our organization’s structure and culture towards our planned changes that I

Organizations are under tremendous pressure to change; these forces come from the competition, the market and consumers (Clardy, 2013). These pressures require more than just increasing work flow; change needs to be introduced. It is therefore important for organization to continually change if there were to grow or even remain in the competition. Burke & Church (1992), state that change has a great impact on organization, with results highly dependent on the management’s ability and skills to support the affected areas and employees. This is especially important because, the concept or idea of change has always been considered as dangerous by employees. However, it is an inevitable phenomenon as organizations must always change in order to survive. According to Bareil (2013), this resistance to change is regarding as one of the main reasons organizations fail to implement change. Change agents are used in order to mitigate the resistance that occurs in organizations. They are able to identity reasons why employees resist change, create and implement strategies to support the change. This paper is going to identify the several reasons why the employees at ABS Corporation may resist the change. Recommendations will be provided as to how resistance can be managed to ensure that the organization’s deliverables are attained.

This change makes employees severe in their approach in their work which could initiate resistant to change if not managed efficiently. Change processes and different interests of memebers involve potential for conflict which infact leads to risk of resistance. Referring to Doppler and Lauterburg’s first principle, ther’s no shifts without the risks of reistance towards change. Company’s internal resistance is one of the major barriers to cultural change. Refer to Reiß, von Rosenstiel and Lanz, Figure 2