The Pursuit Of Business Success

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

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.

In today 's economy, change is all-pervasive in organizations. It happens consistently, and frequently at fast speed. Since the change has turned into an ordinary piece of hierarchical motion, workers who oppose change can really cripple an organization. Resistance is an inescapable reaction to any real change. People actually race to guard the norm on the off chance that they feel their security or status is undermined. Folger and Skarlicki (1999) claim that "authoritative change can create doubt and resistance in workers, making it once in a while troublesome or difficult to actualize hierarchical enhancements" (FOLGER, 1999). If the administration does not comprehend, acknowledge and attempt to work with resistance, it can

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

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.

Some many organizational change efforts fail to reach their intention, but the high-ranking sponsors often blame the disappointment on the employees and manager struggle to change at times. They really don’t know how difficult it is to lead and implement change effectively (Robbins, 2011). A good change does require good people skills. Employees resist change because employees can be very unsure about the loss of status or job security within the organization. This would mean the employees and there manager as well as their peers will resist technological changes. The employees will also endure fear of failure that could cause employees to doubt their ability to do the job/ or their duty. Those type of change employees are resisting because the employees are too worried about learning the new requirements. Peer pressure can be endured as well for employees when the employees start to resist change to protect their co-worker, and so will the manager to protect their work group. The human resources roles are planning and implementation, planning would be evaluation of

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

Several instances exist where within an organization; changes take place regardless of the geographical position. These changes often encompass one or more individuals. In any case of a change taking place, people are likely to face abnormalities in their regular actions. A number of internal and external aspects also contribute much to this phenomenon as individuals resist change in their lives. Several instances exist where individuals portray resistance in terms of opposing change to them. This resistance in terms of change occurs because of lower tolerance level to change. This paper would take into account a number of significant aspects related to this resistance as far as change is concerned.

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 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

Since human beings are adaptive and familiar with change, how is it that they often resist change in their work environment? This question had troubled managers since the beginning of the industrial revolution, and the fast peace of change required by the electronic age has made

Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.

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