The Study Of Organizational Change

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

Leaders within a business need to be cognizant of the signs of change resistance and develop strategies to overcome them. Individuals are averse to change for four reasons: fear of loss of value, lack of understanding regarding the modification, belief change is not warranted, and an intolerance for change (Kotter, & Schlesinger, 2008). Comprehending and addressing these concerns are crucial steps between success or failure.

Personal impact and fear of change are not the only causes of resistance by individuals during a change to business practices. The lack of respect and negative attitudes can also lead to employees resisting business change. If an employee lacks respect or has a negative attitude towards a person or department leading the change, then there are more likely to oppose the new ideas being implemented. Poor communication greatly impacts individuals’ accepted to new practices in a company. Typically if an employee is given new behaviors to adopt, but is given no reason, then that employee may reject the change. Upper management must effectively relate the value, need and benefit of the change to help get employees on board with new changes. The lack of individual input can also lead to resistance. Some individuals feel the need to be included in new ideas. When employees are not asked to be involved in changes, they may lack the vision of importance or will to change. A heavier workload can also cause opposition among employees. Employees may not embrace more systems and requirements needed

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

Hultman (1995 cited in Kotze 2006) argued that resistance consists of two dimensions, active and passive. Passive resistance is displayed by behaviours such as public support, but failure to implement the change, delaying, and withholding information or support. Active resistance includes behaviours such as being critical, selective use of facts, sabotaging, and starting rumours. Personal factors are potential source of resistance to change, habits play a crucial role in determines whether the individual increases their resistant, in particular if they are deeply held habits serves their self-interest (Dennis and Garman 2010). Also, individual resistant can be stated through false census, whereby an individual expresses their self-interest visibly. Therefore, what is needed is to question the basic underlying assumption that could be play a role in a supporting the individual and group resistance (Kotze 2006).

Change is inevitable in life. In today’s society, much business and social organizations are changing rapidly and facing of the issue of “Change or Die!” This situation does not only happen on the social level, but even on a country level. “Our time to Change,” said Obama for his campaign slogan for the president election in 2008. Change is unavoidable in the process of progressing, but it meets with resistance. At the time when Obama Barack was trying to carry out the change, he faced a strong resistance force from the public that hindered the change process. According to statistics by re-engineering practitioners, less than 50% of the change management were successful.(Strebel, 1996). Authors had done researches that indicated resistance to change is one of the major factors contributing to the failure of change.(Mauer,1996; Strebel ,1994)Leaders who implemented the change always wish for a resistance-free environment where people can easily move out of the comfort zone and incorporate new ideas freely and quickly.Managers always perceive employees’ resistance as detrimental. However, some scholars suggested that the resistance can be a positive role in the organizational change. Insightful objections and criticism can produce a better understanding as well as solution and option. de Jager (2001) stated that “the idea that anyone who questions the need for change has an attitude problem is simply wrong, not only because it discounts past achievements, but also because it

However, where there is change, there is resistance to change. Lectures show that resistance of employees is always the largest barrier for the organization who want to take a change to develop further .To solve the relationship of the forces of change and resistance, choosing suitable methods and strategies is very important.

“It 's not the progress I mind, it 's the change I don 't like.” —Mark Twain. This quote from Mr. Twain seems to sum up the attitudes of many people in today’s modern organizations. Change is inevitable in business. However, the issue falls with how we approach change in our organizations. According to the ancient Greeks, the idea of deliberate change or tampering with the basic character of things was blasphemy. (Kanter) In our modern world change is more of a reasonable ideal. Yet the Greeks seem to have a similar notions to most of today’s workers and managers. How can we get our entry level workforces and department managers to not resist change, and to embarrass it with open mindedness? I believe change can be managed by combating the resistance, communicating the plan effectivity, and utilizing positive leadership.

The environments in which contemporary businesses operate in are constantly changing and in order for them to survive and remain effective they must recognize these shifts and respond accordingly (McShane, 2010, pg 408). There are numerous pressures that drive organizational changes such as: population change, change as a result of legislation, increasing competition, technological change and mergers and acquisitions (Course Document, Module 9). Change is often met with resistance and a workplace is no exception. It is the responsibility of effective leaders to manage these resistances by minimizing the negative impact of the resistance (Course Document, Module 9).

In today 's business world, many elements are forcing companies to change in order to survive, such as the new technology, new customers’ taste and also new systems of management. Under the dynamic business environment, organizational change becomes one of the essential parts of a business. During different stages of organizational change, various resistances between employers and employees will be created because of different perspectives from both employers and employees. In order to carry out a successful organizational change, developing an effective strategy to overcome the challenge became the most crucial part in the process of organizational change. Undoubtedly, it can be difficult for managers to decide which approach they want to apply to deal with the resistance to organizational change as they need to figure out the ‘best’ solution depends on their company’s condition. It is therefore essential to evaluate critically different ways of solving resistance to organizational change.

Organizational change is an important matter in all organizations. It is in fact it is a process in which an organization can optimize performance as it aims toward its idyllic state. A change in an organizational happens as a response to a dynamic environment, a reaction to an existing predicament, or is instigated by the manager (Yang & Yu, 2009). Moreover, organizational change is particularly evident when an organization has just experienced a transfer of managerial power.

In my current place of employment change is constant. The main reason for resistance in my organization is “Not understanding why a change has become necessary” (Baack, 2012).

Organizations age, and grow seeking specific goals, while the organization constructs and reconstructs a number of these organizations develop negative habits, and processes adapting to changing circumstances. History and today’s society has recognized that change is necessary to meet the ever-changing needs of the individuals and the environment. Today changes are necessary to retain a competitive lead, or factors based on the economy. Change has never been an easy process as resistance is always present, with impediments existing at all levels from the organization as a whole down to individual staff members. The responsibility lies with the senior managers to recognize the source and build a plan to remedy the resistance before it

There has been a lot of research done by researches on the causes and problems of change management organization. Many authors(Lawrence,1954; Maurer, 1996; Strebel, 1994; Waddell and shoal,1998,among other) streets that the reasons for the failure of many change initiatives can be found in resistance to change, Resistance to change introduce costs and delays into the change process (Ansoff,1990) that are difficult to anticipate (Lorenzo,2000) but must be taken into consideration. Resistance has also been

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.