Essay on Theoretical Matrix

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.

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

As for the People, it should be determined whether the organization has the right skills and talents for the change to be supported and for the organization to achieve its strategic goal.  For example, if the strategic goal is to increase revenue through increased sales then the company sales people should be given sufficient training about the company’s own and acquired products as this will enable the sales staff to more easily sell the company’s products.

Organizational culture in a HCO is predetermined by state and government laws, executed by company rules and influenced by social norms to provide and manage patient care and safety. The organizational culture of our group project was predetermined by the instructions given to us by our professor, executed by our team and guided by the social norms such as internet etiquette as per UCF guidelines. In this document we will discuss how we worked as a team and how we assigned individual roles for completing this

One of the harsh realities of all organizations is the need for change. Although change is inevitable, many organizations fail to make the transition successfully because of strong employee resistance to change. Indeed, many people fear and resist change and some will even actively sabotage change initiatives unless the change is managed effectively. Moreover, these issues become especially significant when the organization in question is the U.S. Army, which is tasked with protecting the nation's security and interests at home and abroad. Because the U.S. Army must remain mission ready at all times, there is no room for resistance to change when it occurs and leaders at all levels must ensure that the change process goes smoothly and efficiently. This paper presents a plan to address anticipated and/or actual individual and structural barriers to the U.S. Army's change process, followed by a summary of the research and important findings in the conclusion.

These are a list of the nine models that I will compare for our organizational change. The Lewin, three-step model, Bullock and Batten, planned change, Kotter, eight steps, Beckhard and Harris, change formula, Nadler and Tushman, congruence model, William Bridges, managing the transition, Carnall, change management model, Senge, systemic model, and the Stacey and Shaw, complex responsive processes. Along with discussing the models, I will

In the article entitled “Lewin’s Theory of Planned Change as a Strategic Resource”, the author, Shirey (2013) stated that Lewin’s approach to change involves looking at the forces that are needed to diminished or strengthened in order to bring about change within an organization. Burnes and Cooke (2012) added to Shirey’s point by noting that it is important to understand the psychological forces influencing peoples’ behavior at a given point in time before change can be made. Both authors main point of agreement is that there are a number of forces that drive, restrain or balance peoples’ behavior. These authors stated that organizational change is necessary to meet consumer needs. Also, as technology changes, such as the change from the paper medical record to the EMR, health care organizations have to adopt these changes to improve patient safety. In addition, change provides a learning opportunity for employees and allows

| Structured sets of questions or statements given to a group of people to measure their attitudes, beliefs, values, or behavioral tendencies.

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.

The purpose of this paper is to discuss organizational change and the management of that change. I will talk about the different drivers of change, the factors a leader needs to weigh to implement change effectively, the various resistances a leader may encounter while trying to implement change, and how various leadership styles will effect the realization of change. I will also discuss the knowledge I have gained through the completion of this assignment and how I think it might affect the way I manage change in my workplace.

Organizational change is usually triggered by relevant environment shift, either internal or external, that sensed by companies and leads to intentionally generated response (French, Bell & Zawacki, 2006). This paper will discuss several organization development models..

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

Dyne and Pierce (2008) explained that there are many factors which are inducing a change process in a company, as employees at all levels of organisational hierarchy are the agents of change though they are also barriers to it. Change happens when the forces of external environment are forcing to change existing circumstances. So companies wanting to change when there is fall in market share, new product has been launched, which is caught in the environmental scan. Managers therefore will try to stay of competition, may lead to analysing own strengths, weakness, opportunities and threats. This leads to understanding what capabilities and competencies are existing to make a counter offer in the marketplace.

also goes back to the alteration of the matrix occur on the direct methods which