ZHANG Yuanli Mgts1601 Essay

Change is particularly difficult if it is unexpected. It is far easier to accept change if an employee has time to digest the news and prepare to take action once the change has occur. Some of the concerns that worry employees may be address by creating clear goals and timelines that employee can easily follow. As well as addressing the chief objective “why are we changing?” Once these questions have been answer and employees buy in to them change will be easier and resistance will diminish (Strebel, 1996).

Change is part of every organization and is required in order to compete with today’s competitive business environment. Acceptance, implementation of a change can be challenging and painful process. Change within an organization can cause tense situation which can be disturbing to the employees. Under such circumstances, employees have low morale, and demonstrate resistance to change. Change can fail, not because it’s worth failure but because how well that change is accepted by the people who are most affected by it. Resistance is anything that slows and stops the movement from happening. In business terminology, a resistance can be defined as a dysfunctional behavior triggered by an emotional or belief

For many years, the world of business has experienced an increasing rate of change. Alvin Toffler (1970) predicted the trend several decades ago. Toffler also noted that people exhibit a natural tendency to resist change. This resistance to change is a major organizational challenge that organizations must learn to manage. As individuals respond to change in different ways, and as variations in responses produce different outcomes the recognition of this resistance to change is an essential step in the development and implementation of effective change management strategies. Change, positive or negative, is unsettling because people seek stability. Certain individuals are more resistant to change than

TITLE OF ASSESSMENT:Employees might resist change because of self-interest, misunderstanding and distrust, and a general intolerance for change. Outline the five techniques that companies can use to manage resistance to change that are described in your textbook and discuss using the refereed journal articles you have researched for this essay.

How striking are employees in communicating their feelings to diminish change resistance thoroughly Few are sufficiently intense to specifically restrict the change might be verbal, physically or by their conduct? These are the ones who have no dread of losing their employment. They are forceful and dynamic employees. Then again we have the quiet movers who being forceful are inactive, despite the fact that they have a solid resentment against change, they do not revolt straightforwardly. In any case, it is found in their behavior as employees they tend to be distinctly lazy, tell lies, stay away from work, lose the soul of work, officials association, and so forth. One of the greatest difficulties with transformative alterations is that associations, while inherently needing change, also inherently oppose it. A portion of picking up that support lies in overseeing change adequately. Change cannot breed certainty; however, directional, managed change that takes after a consistent movement conveys the whole association forward. The procedures that allow an organization to diminish, change resistance is sketched out in John Kotter 's eight-step process and Clawson 's language of change ideas.

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:

Employees resist change due to several reasons. Firstly, the uncertainty and the unclear effects of change on the

Individuals resist change because of basic human characteristics such as perceptions, personalities and needs (Langton 2007, pg 530). Specifically, people resist change because of habit, fear of the unknown, direct costs, threats to status of influence and power, selective perception, misaligned structures, resource limitations, and altered relationships (Course Document). Lewin argued that if we examine some of the reasons that people resist change it will enable us to be more effective in implementing change that needs to happen. Langton (2010, pg 530) concluded that people resist change because it is difficult. McShane (2010, pg 425) added that resistance to change should be viewed as a resources, not as an inherit obstacle to

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.

This paper has a clear aim at creating a framework for companies, showing the preeminent method of handling resistance to change. A thorough literature study revealed two distinctive perspectives, with different strategies, advantages and disadvantages. The traditional perspective takes a more negative stance towards resistance to organizational change. There is a clear focus on reducing or even eliminating resistance. More recently, a new and more positive view emerged, stating that resistance is useful and therefore needs to be

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).

The greatest challenge that leaders face when managing change is the employees' reaction and resistance ADDIN EN.CITE Bevan2011179(Bevan, 2011)17917917Bevan, R.Keeping Change on TrackThe Journal for Quality and ParticipationThe Journal for Quality and Participation3412011( HYPERLINK l "_ENREF_2" o "Bevan, 2011 #179" Bevan, 2011). In any organization, there are three kinds of employees, the sheep, resistors, and change champions. The most difficult people to manage are the resistors. These employees worry so much about how the change will impact them negatively. They see the change will expose them to the top management and will be seen as not been valuable within the organization. As a leader, the best way to deal with resistors is to let them know that change will happen progressively, and all employees will be involved ADDIN EN.CITE Luecke2003180(Luecke, 2003)1801806Luecke, R.Managing Change and Transition2003Boston, MA 02163Harvard Business School

to lose something of value, a misunderstanding of the change and its implications, a belief that the change does not

People and Change Management Assignment 1 Galway Business School Liam Carpenter Course: BA Business Management Student Number: 123788

 Employees’ perception towards change efforts Goetsch and Davis (2010) report that one of the difficulties organisations face when attempting to facilitate change is the ‘differing perceptions of employees and managers concerning change’. The term perception is described as the process individuals use to give meaning to their environment by interpreting an organisational sensory impression (Brown and Harvey, 2006:108). In addition, Brown and Harvey (2006:108) point out that ‘what one perceives can be substantially different from reality’. This means that the change proposed may be perceived differently by individuals in an organisation. This is simply because peoples’ perceptions are influenced by many factors, of which one’s past experiences with change is one of them. For example, if employees have negative experiences with previous organisational changes, then their perceptions may have a negative impact on the proposed change and vice versa. Because change comes with scepticism and a feeling of threats to the status quo, uncertainty about the future, frustration, and anxiety, it is therefore essential to know employees’ perceptions about changes beforehand. By knowing employees’ perceptions towards organisational change in advance can help change managers understand sources of resistance to change.  Vision for change