How bold are the employees in expressing their emotions. Few are bold enough to directly oppose the change may be verbally, physically or by their behavior. These are the ones who have no fear of losing their jobs. They are aggressive and active employees. On the other hand we have the silent movers who being aggressive are passive, although they have a strong grudge against change, they do not revolt openly. But it is seen in their behavior as employees may become lazy, tell lies, avoid work, lose the spirit of work, reduce involvement, etc. For example an organization has undergone change and an employee who is a covert resistor shall not be happy in helping the new team leader. He shall try to misguide him, give wrong dates, tell lies, etc. This behavior is only one of his ways to block change without letting the management know. Some employees try to adjust with the changing situation in a healthy manner whereas some show an overt or covert behavior to change. It than depends on the management that how efficient are they in convincing the employees that the change is for their betterment. Implementing change in an organization effectively needs lots of research work to be done on ground levels, it involves study of the needs and demands of the employees, the present situation, the authority and power among the various hierarchical levels, and all needs to be taken into consideration. There are many factors on which change is accepted or rejected by the employees. It’s not always necessary that what triggers the management shall trigger the employees also. Why employees resist change ? The question here arises that why employees resist change. “Despite the potential positive outcomes, change is often resisted... ... middle of paper ... ...rom the present job. Firstly it is their anger towards it and secondly it is the fear of the unexpected that makes them behave the way they do. Managing resistance to change Works Cited 1) Burnes, B (2004) Managing Change, 4th ed. (0r 3rd ed. 2000) FT/Prentice Hall, Harlow 2) Kotter, J. and Cohen, D. (2002) Heart of Change: The Real Life Stories of How People Change their Organizations, Harvard Business School 3) O’Connor, J. and Seymour, J. (2003) Introducing NLP, Thorsons 4) Paton R A & McCalman J (2000) Change Management, a guide to effective implementation, 5) The Manager as Change Agent By Jerry Gilley, Jerry Gilley, Scott Quatro, Erik Hoekstra, Doug Whittle, Scott Quatro, Erik Hoekstra, Doug Whittle 6) Carnall C (1999) Managing Change in Organisations, 3rd ed. FT Prentice Hall 7) Management and Organisational Behaviour Laurie J Mullins
Mariana, P., Daniela, B., & Nadina, R. (2013). Forces that enhance or reduce employee resistance to change. Annals of The University Of Oradea, Economic Science Series, 22(1), 1606-1612.
Spector, B. (2013). Implementing organizational change: theory into practice. (3rd ed.). Upper Saddle River, NJ
This problem occurs in all types of organizations from executive businesses, as well as law enforcement, correctional agencies and state children and family services. Changes maybe necessary in any organization, and administrators are more than likely to face barriers and challenges. Some resistances will take a number forms “from persistent reduction in output, increase in the number of “quits” and requests for transfer, chronic quarrels, sullen hostility, wildcat or slowdown strikes, and, of course, the expression of a lot of pseudological reasons why the change will not work. Even the more petty forms of this resistance can be troublesome”
Often times when one hears the word “change” in any aspect of life, they are often, put off, and intimidated by the word itself and the intended implication. This is a normal and understandable reaction for anyone engaging in any type of change. In terms of organizational change, this type of behavior often seen as, but is not limited to pushback, resistance, lack in productivity, turnover, drop in overall customer service, etc by team members. Thus, as organizational leaders, it is our responsibility to ensure that any change management implemented is smooth and has lasting benefits; by considering the impact on the organization as a whole and most importantly, the impact it will have on the team members within the
In his book, Leading Change, Dr. John P. Kotter communicates why organizations fail or succeed based on ten years of conducting research on more than 100 companies to see what contributed to their successful transformations and what hindered those transformations. “In October 2001 Business Week magazine reported a survey they conducted of 504 enterprises that rated Professor Kotter the number one “leading guru” in America.” The two significant aspects I took from this book were the reasons why change initiatives fail and an eight-stage process to lead the organization through a successful transformation.
Kegan, R. & L. Laskow Lahey. (2009). Immunity to Change: How to overcome it and unlock potential in yourself and your organization. Boston, MA: Harvard Business Press.
Kegan, R., & Laskow Lahey, L. (2009). Immunity to change. How to overcome it and unlock the potential in yourself and your organization. Boston: Harvard Business Press.
Kanter, R.M., Stein, B.A. and Jick, T.D. (1992) The Challenge of Organizational Change (New York: The FreePress).
Followers may resist change due to lack of knowledge about the change, anxiety about the change, decreased resources, and pressure to get their duties done while implementing the change (Grossman & Valiga, 2013). If barriers to change are not managed well, they can affect the outcome of the change, the morale of the followers, increase turnover rates, and affect the work
Kotter, JP 1995, Leading change: why transformation efforts fail. In Harvard Business Review on Change, Harvard Business School Press, Boston.
Kotter, J. P. (2007) ‘Leading change: Why transformational efforts fail’. Harvard Business Review, January: 93- 103.
Transformational leaders and managers who have strong lines of open communication with their employees have been shown to lessen stress and resistance during organisational change (Nging & Yazdanifard, 2015). Heckelman (2017) outlines four tools that best equip managers for dealing with organisational change:
Graetz, F, Rimmer, M, Lawrence, A, Smith, A 2002, Managing organizational change, John Wiley & Sons Australia, Queensland.
Individuals go through a reaction process when they are personally confronted with major organizational change (Kyle, 1993; Jacobs, 1995; Bovey & Hede, 2001). Within this process there are four phases that it consists of: initial denial, resistance, gradual exploration, and eventual commitment (Scott & Jaffe, 1988; Bovey & Hede, 2001). Resistance to change is the initial area to focus on. The issues of organizational change and resistance to change have received a lot of attention over the past decade (Macri, Tagliaventi & Bertolotti, 2002). The perceptions of individuals play a fu...
The employee reflects change in an organization as a shift of role, responsibilities and skill. However, in an organizational level its refers change as a framework structure around the changing needs and capability of an organization to perform. Both employee and organization’s perception of change are needed to ensure the change is successful. Brown (2011) reported that “the role of change as a corrective action often affect patterns of work or values, and in consequence meet with resistance” (p. 144). Once an organization and its member decide to conduct a change program, they intensify the forces that driving the change. The life cycle of employee’s resistance is necessary in accomplishing change in an organization. There are five important phases in a life cycle of employee resistance to change in an organization, namely introduce the change, forces of change emerge, direct conflict happens in an organization, residual resistance appear in an organization and lastly, establish the change. (refer to Figure 1 in Appendix 1).