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Literature review on employee resistance to change
Discuss the main sources of resistance to change as perceived by managers. Essays
Factors that cause resistance to change in an organisation
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Recommended: Literature review on employee resistance to change
After doing my review I find that the top down planning model you have implemented is now ineffective. With today’s technology rapidly changing the autocratic leadership process is unproductive when it comes to achieving your goals. You have created what is referred to as a “bottle neck”, Information is not efficiently getting passed to the top, which can give the impression your leaders lack knowledge with the decisions they make. With your senior executive members making all the important decisions you are limiting the insight and creativity within the organization. Your executive team now lacks the ability to foresee problems, restricting the clear vision needed to effectively implement change. It looks to me there needs to be a structure …show more content…
Today’s technology is changing at a rapid rate and When your employees feel like they 're part of the plan they tend to adapt easier to change. You will now be able to utilize the knowledge provided, allowing you to make the necessary changes needed as a whole team. When all levels of employees become aware they can voice their opinion, this allows them to make real time decisions permitting executive levels to gain trust in their abilities. Collective decision making allows the whole team to collaborate in a creative direction as needed to stay relevant in the ever-changing …show more content…
Repelling change is a natural response when it comes to a new process of doing things. “Why do people resist change? The main reasons include uncertainty, habit, concern over personal loss, and the belief that the change is not in the organization’s best interest.” (Robbins, Coulter, 2016). Giving that your new management process involves granting lower level employees the power to voice their opinion, I see the majority of resistance coming from the executive and management staff. The ones who held any power may feel as if their “boss” status has been removed. Others may push back, feeling like what they were doing worked. In order for this process to work efficiently you will need to address these resistance issues accordingly. Here are some techniques that may be valuable for reducing resistance due to internal organizational change. Education and communication can help by providing a clear reason why the change makes sense. You also may need to apply the negotiation technique when the resistors come from a higher
“Leadership is a process whereby an individual influences a group of individuals to achieve a common goal.” (Northhouse, 2013, P.5) This process of leadership is not a trait or characteristic that the leader possesses. It is an interactional experience between the leader and their followers. This interaction means that the leader has an effect on and is affected by their followers. Leadership is an interactive event between the leader and their followers. Followers are individuals who the leader guides towards achieving goals. They are the people the leader uses to accomplish the goals. Context is the setting in which work is performed. It could just be a normal work day or it could be a long term project. It could also be the work environment and the resources available to accomplish goals. Outcomes are the results of the leadership process. It could be reaching certain goals, developing a new product, or resolving problems in a company or organization. Leadership outcomes could also mean improving team moral or trust and respect between the leader and their followers.
Elite Engineering has been unable to successfully implement change because they haven’t been able to get the employees to see the need for the change and to believe in the change. “It must be considered that there is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle, than to initiate a new order of things.” (Kotter & Schlesinger, 2008) Change is often met with resistance. When it comes down to it many people fear change. At Elite Engineering, the engineers were happy with the way things were being run. They enjoyed the billable work they were doing and did not want to take the time to collaborate with others, as it would take away time from their billable work. The engineers saw the billable work they were doing as a way to ensure they received their bonus at the end of the year. However, they were failing to see that the litigation business was going to begin to shrink and in order for them to remain competitive, changes needed to be made. Kotter and Schlesinger state that there are for common reasons that people resist change. The four reasons are the desire not to lose something of value, a misunderstanding of the change and its implications, a belief that the change does not make sense for the organization, and a low tolerance for change. (Kotter & Schlesinger, 2008) At Elite Engineering, I think upper management was unsuccessful at implementing change because the employees didn’t want to lose their bonuses (something of value to them), they misunderstood the change, and they didn’t feel that the change made sense for the organization.
In the past people believed that leaders are born not made. Now the definition of leadership has been changed because now we believe that leaders can be made through education. Leadership plays important part in every field and organization to achieve higher goal. According to Kelly, “leadership is a process of influence in which the leader influences others toward goal achievement” (Kelly & Crawford, 2013, p. 168). Nowadays there are many leadership theories and have different perspective and suggestion. I have chosen two theories to discuss in this paper that is Autocratic leadership theory the Transformational leadership theory. Both theories are total contradictory with each other because both have a different perspective.
As an emerging leader whose desire is to see progress in his/her organization change is inevitable and necessary. Although change is an important component of moving forward and growing a lot of people resist change, this resistance can be contributed to our fear of the unknown which is what change represent to many people. Hence, when it comes to implementing change it would be best to start off by recognizing and identify what needs to be change ad how to bring about that change. You can’t convince others to go on a journey if you are not aware where you are going.
Organizational change is a very big risk for organizations. The process of change can be very difficult for employees as well as the leaders implementing the changes. The changes are usually planned to improve the company. However, sometimes change can destroy a company when things don’t go as planned. From a change in management to a change in the company structure, or way of doing daily task, organizations must carefully execute the process of change and use change strategies that will ensure success.
The leadership styles present in the company is very important factor in order for the change to be successful. Chris Peterson exhibits the transformational leadership quality to tackle her new project. She is able to empower members on her cross functional team to collaborate and create a new product to launch to current and perspective clients. This type of leadership is effective as the group members were able to tackle challenging expectations considering the work environment and lack of support from other departments. DSS’s departments follow the team leadership structure. Each department vision is to work on their sole projects only. The department is committed to its work which tends to hinder other projects because of the lack of free flowing communication. The lack of communication between the teams shows poor leadership quality. The chief operating officer is ultimately the source of the lack of communication and direction. DSS Chief Operating Officer Meg Cooke has a laissez-faire leadership style. She gave Peterson authority to lead a project but provided no guidance or direction. She also was not responsive to the needs of the
While technological innovations can provide increased opportunities for organizations and give them a competitive advantage, not all employees respond well to changes in their everyday workflow. When an organization updates its systems, it can face some resistance from employees, especially when the employees do not feel properly trained and lack the confidence in using the new system. Employees may grow frustrated and become less productive and efficient. In some extreme cases, technology can also replace some of their duties and make their positions obsolete, leaving them out of a job. This ties back to the need for job security. Technology has come a long way in the past 50 years and the types of challenges just mentioned are a lot more common in this day and age than they were before. Therefore, managers need to adapt to this changes in the work environment and find a way to satisfy their employees’ needs while increasing work performance and
... Accordingly, when dealing with resistance to change, the best approach to use in most situations is the power of resistance. This approach accepts resistance as part of the process and enables leaders to understand where the resistance is coming from, facilitating listening and respect while focusing on the objectives of the change (Palmer, Dunford, & Akin, 2009). Conclusion Managing resistance starts with dialogue that engages and reveals the underlying reasons for resistance (A. Gilley, J. Gilley, & Godek, & 2009). Resistance to change is a complex issue and managers and leaders need to take the time to understand why and where the resistance is coming from if they have any chance of being successful.
Implementing change in the workplace is a dynamic process. Although change itself can be controlled and limited to some degree, innovation is substantially even more dynamic. This dynamic, unpredictable process introduces vulnerability, which can lead to employee frustration. Just as the scenario addresses, many individuals become motivated at the thought of change and innovation; however, the change does not occur due to resistance or other obstacles. Much of this resistance arises from the unpredictability and vulnerability of the process. Managers must be able to prevent or manage resistance by using tools and strategies to smooth the process.
Group decision making has many benefits for the individuals involved and the organization itself. In order for group decision making to be efficient, it is important for a creative environment to exist. “Creativity is the mental and social process used to generate ideas, concepts and associations that lead to the exploration of new ideas (May, 2011, para.3). This allows each employee to explore ideas and feel comfortable to share them without fear of rejection.
In fact, it is in those individuals where there is the possibility of accumulating knowledge, jumping on innovation and mobilizing the will of the people in an organization. Clearly, the leader in charge of this transformation or revitalization plays a major role. With very few exceptions, it appears that the efforts of the executives are faced with a very large resistance change of the members of the organization. This is so given because the changes that people are looking at more radical and take place more discomfort than any change in strategy or process.
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).
I was involved in a situation where leadership was ineffective by my director of obstetrics. The topic involved our hiring policy. We had multiple candidates for a nursing position. Due to staffing shortages, this position need filled as soon as possible. My role was assistant nurse manager on night shift. It was myself, the other night shift assistant manager, and our director present for the interview. We had a candidate apply that had a few years of post partum experience, and I worked with her in the past at another facility, though did not recommend her. I kept my opinion quiet, because I always want to be fair. The interview started and was not going well. The candidate did not answer questions well, nor did she look at us in the eyes. She was dressed sloppy and did not possess any professionalism. Towards the end of the interview, the director started to ask when she could start, the compensation, and continued to give her a tour of the unit. The other assistant manager and I could not believe what we were seeing. The director hired her on the spot. This leadership was ineffective in a variety of different ways.
). Burke et al (2006) suggested that transactional leadership, based on contingent rewards, can have a positive effect on followers' satisfaction and performance. However, a transactional leader focuses on management tasks, and will not identify shared values of a team. By contrast, transformational leaders inspire others with their vision and work together with their team to identify common values (Marquis and Huston 2009). The transactional approach is task-orientated and can be effective when meeting deadlines, or in emergencies such as when dealing with a cardiac arrest. This approach can lead to non-holistic patient care, because nurses focus on the task they need to complete, rather than the patient as a whole (Bach and Ellis 2011).