The Implementation Of Employee Resistance

Organizational changes may involve various things including but not limited to introducing a new business concept, merging departments, changing the culture, or outsourcing. In an effort to recognize the underlying forces of change, as well as the requirements of the effective implementation of change, it is imperative to distinguish the various approaches organizations can take. For companies to remain competitive, responding to the external environment and recognizing the need for change is of utmost importance to the organizational survival (Spector, 2010, p. 1-3). According to Spector, 2010, p. 3, in response to those dynamics, corporate leaders often decide to engage in a process of strategic renewal allowing them to alter the strategy of the organization with the intent of regaining sustainable competitive advantage. In addition, active strategic renewal requires, "leaders need to align internal processes, structures and system with the demands of the new strategy" (p. 5). On the other hand, behavioral change is another essential aspect of achieving and sustaining organizational performance. It involves what employees do, how they do it, the amount of effort they put into their roles as well as their persistence in achieving the desired outcome (p. 7).

Execution of a strategy allows an organization to identify a strategic manager or management team who will be responsible for five key components: people, resources, structure, systems and culture. The role of the strategic manager or management team is to implement and monitor performance and report to company stakeholders on the status. Because strategy drives an organization’s success, the team should select managers who can aggressively drive the objectives to achieve desired results through three actions:

Lastly, the implementation of the recommendations outlined in “Strategy as Revolution” would benefit companies in additional ways apart from having effective corporate strategy. Specifically, including employees from lower ranks in the processes of strategy formulation would increase the level of their motivation and this will positively contribute to the achievement of organisational objectives

It is important that the defined strategy, together with the reasoning behind it, be communicated to all levels of the organization. In large companies, it often happens that those that defined the strategy are not the ones that will see it through during the next step, therefore communicating well will ensure effective

With HR Agenda are indicated the strategies and the objectives that an organization proposes. In this way, the common purpose between companies is to obtain the most advantageous position. To put it simply, the main priority of a strategy is to enable an organization to achieve competitive advantage with its unique capabilities by focusing on the present and future direction of the organization (Bratton and Gold 2007). External factors are all influences outside the company which have an impact on its business.

Achieving this goal will not be an easy process by changing the culture of the organization. “Strategic planning entails a series of judgments, made under uncertainty, that companies direct toward making strategic decisions” (Martocchio, 2014, p. 17). This will require team participation, communication, strategy plan, and feedbacks. It is important to be open minded to changes in the workplace.

Organizations are continually faced with a changing environment, therefore a need for a shift in strategic direction, must be implemented. The successes of major organizational change initiatives are almost always dependent on the incorporation of its workers and employees to help implement these changes.

Strategic implementation is the process that turns strategies and plans into actions in order to accomplish strategic objectives and goals. It should be considered the blueprint for realizing the organization 's vision. The success of any strategy is solely dependent upon the effectiveness of its implementation and execution. Ram Charan 's New York Times bestseller, Execution: The Discipline of Getting Things Done, refers to implementation and execution of strategy as a “systematic way of exposing reality and acting on it.”

The steps in the progressive discipline are in an increase of penalty cycle. The first step is an oral warning where the employee in an informal manner is instructed in the correct behavior. The second step is a written warning this is when the oral warning is documented and placed in the employee’s file. The third step is suspension this is written as well as a day or a few days of unpaid time off. This also goes in the employee’s file. The final step of dismissal form the company is when all of the before hand steps have not changed the employee’s behavior. It is usually a last resort and the employee and the employer are both aware of this fact. If and when all steps

According to (Kaplan & Norton, 2005) organisation must “recognize that effective strategy execution requires communicating corporate strategy; ensuring that enterprise-level plans are translated into the plans of the various units and departments; executing strategic initiatives to deliver on the grand plan; and aligning employees’ competency development plans, and their personal goals and incentives, with strategic objectives.”

Strategy can be defined as being different from one’s competitors, finding the race to operate and accomplished it. According to Michael Porter (1996), while becoming better at what you do is desirable, it will not benefit you in the long run because it is something other competitors can also do. Strategies for organizations are originally developed by Michael E. Porter in 1979 by introducing the five forces model. A company can identify the industry profitability and attractiveness by analyzing the five forces of Porter (Johnson et al., 2008). And then a reasonable strategy can be set up in line with the strengths and the weakness of an organization is able to create a plan for a stronger position for the organization within its

This is because they think that these elaborative procedures can guide the companies to implement better performance. On the other hand, Montgomery demonstrates that an effective strategy should continuously modify and maintain rather than finishing in once. Put simply, the strategy needs to appropriate follow and adjust present company’s condition and the change of external environment. Furthermore, the strategy, as a heart and inspiration in a company, should be constantly upgraded, and the leaders have to recognize the intimate relevance between strategy and leadership. In the book, the author also redefines that a good strategy is “never frozen” and should be implemented over time. Accordingly, leaders play an important role in investigating suitable strategies for their companies, and just like Montgomery mentions in the book that leader is the one “who must shepherd this ongoing process, must stand watch, identify and weigh, decide and move, time and time again” (Cynthia Montgomery, 2012). As a result, rather than using consultants to describe the strategies, a leader must be placed in a strategist position in order to bring the companies and organizations to achieve its long-term business success.

Griffin (1999) describes management as a set of activities directed at an organization’s resources human, financial, physical, and information with the aim of achieving organizational goals in an efficient and effective manner. Leaders must use their leadership skills to embed strategy in the organization: choose an excellent team, pick the right roles, and let the rest of the team make the strategic moves. The logic is that if you begin with the right people, you can more easily adapt to a fast-changing world because the right people already are adaptable and self-motivated. In the end, it is the leader’s job to define the company’s strategic position and make the trade-offs. Taking a strategic position that delivers value and communicating that value inside and out are the core leadership tasks in crafting strategy (Fuller and Green, 2016).

motivation for the employees to take part in this change. Unfortunately, this vision did not

3. The involvement of employees in strategy formulation improves their understanding of productivity-reward relationship in every strategic plan.