Wengart Aircraft

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.

Arumugam, V., Chang, H., Ooi, K., and Teh, P. (2009). "Self-assessment of TQM practices: a case analysis", The TQM Journal, 21(1), 46 – 58. Retrieved from http://www.emeraldinsight.com.ezproxy.liberty.edu:2048/journals.htm?articleid=1766744&show=abstract#sthash.TkDGZoZ7.dpuf

In order to successfully and effectively implement change all of the employees should have a good understanding of how the changes will benefit the organization, their positions, and how it might impact their routines. To many employees the implementation of change is not always properly communicated, and the process of change on paper as it is being implemented can be threatening as well as confusing. Also, the people behind the scenes making the changes may not have taken specific details into consideration regarding effective changes that perhaps the employees

Implementing change in an organization is complicated. It is important that a manager understands their role and responsibilities for which could very well be the success or failure of an organization. A manager should know how to handle staff resistance, and the areas that require change. There are processes that help management with assisting their staff members with adjusting to change and concentrate on the areas of importance. This process includes planning, assessment, implementation, and evaluation. The difference between a failed organization and a successful manager is when the manager has the ability to implement change with little disruption to

Mr. Browning was well aware that that employees and managers were reluctant to change therefore he’s first objective should be is to create a feeling of urgency for

I was one of the few employees that were willing to ride the waves and give the new changes time to develop and work themselves out. The leadership could have avoided falling into the same trap of employee turn over, if they had put the effort to provide the necessary support during the stages of change and refreezing. (Nahavandi, p. 284)

As managers they need to involved every one with the change and not force the change upon them.

Two of the biggest areas affected by this downfall were the motivation of the workers or the workers “motivation to contribute”, and the workers trust in management (Newsome, 2015). As what happened when Scanlon was introduced, the employee morale improved, changing to the new Engstrom plan with a more simplified format would do the same thing over time. One of the ways that management could start working on their relationship with staff is to get them more involved which would show they are comfortable with “empowering” their staff. Empowerment is any process that provides greater autonomy to employees through the sharing of relevant information and the provision of control over factors affecting job performance (Newsome, 2015). This involvement would come in the form of an organization wide monthly meeting; those who participate in the meetings would be rewarded. Empowerment would create an opportunity for workers to start making suggestions again, and they would be praised for suggestions that make improvements to their daily task. These meetings would play an important part because it would allow management to show that they are open to participation from workers. Participative managers consult with their employees, bringing them in on problems and decisions so they work together as a team (Newsome, 2015). It would be an opportunity for management and workers to discuss how to make Engstrom great again, while working to mend the trust issues that developed over time. A company cannot run successfully if management does not listen to its people; “people leave managers not companies” (Fernandez,

Communication – Talk about the change vision, if people have anxieties then address these openly and honestly. Tie in the vision to all areas of the business from training to performance reviews

Any kind of change in an organization may be challenging as it may demoralize employees and minimize performance. Therefore, main concern for DSS was how to ensure the employees maintain the same level of commitment, for it to achieve its strategic goals. There was a lack of clear concise during the communication of the new organizational strategy to all levels in the organization. The management failed to provide a detailed implementation plan that was to be followed in order to achieve the desired results. The employees themselves also did not receive the communicated information in a favorable manner. Both Meg and Chris did also not communicate effectively during the organizational change. As a result, Chris did not fully grasp what was expected of her as a leader and her team. The management should aim at ensuring the communication within the organization is successful. Successful communication is achieved when both the sender and the receiver have a common understanding of the communicated information. Both Meg and Chris should set up regular structured information. For instance, through the use of memos, emails, written updates, or setting up periodic meetings.

3. The implementation of the TQM program is not being properly clarified for the other groups of management. The managers haven’t had proper training or guidance of what the expectations of the team to attain the desired results to improve the quality throughout the company.

The following is an attempt to analyze AT&T's use of Total Quality Management throughout its organization. Since AT&T is an elaborately enormous corporation I will focus my study to AT&T Power Systems/Lucent Technologies. This division of AT&T has been the industry standard for excellence since TQM was first introduced to the company. AT&T Power Systems has become one the world's most dynamic companies because of its use of TQM. I will provide a brief description of who AT&T Power Systems is, a description of the events that lead up to its use of TQM, AT&T's TQM philosophy, and how this philosophy was implemented. Finally I will discuss the benefits AT&T Power Systems realized through their use

TQM was met by some resistance especially from line managers and supervisors. This was because the importance and aim of TQM was not clearly communicated to the supervisors and also, they were not involved in the TQM approach.

The fact that globalization has expanded the market for organizations means that TQM is more important than ever before. Customer demands are higher and if a company does not create products and services that meet their expectations they can easily access the same or similar products and services from another company. If managers do not implement TQM into their company procedure then they will fail to meet the high standards of customers all over the world and eventually lose their business. When it comes to implementing TQM, it’s the mangers responsibility to create an environment where people can work together to improve their work processes. If the ownership or senior management does not buy into this concept you will never succeed. Many people in leadership roles are either too set in their ways or closed minded to the necessary change needed to really improve the way things get done. You have to buy into the concept that there is always a better way to do something. By tapping into all the knowledge and experience your employees possess, you develop solutions that not only improve your execution, you provide everyone with a sense of accomplishment.. These "process improvement teams" give employees a chance to help steer the future direction

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