Dealing with Change in Organization - Literature review Example

Literature review Name Institution Date Table of Contents Running Head: LITERATURE REVIEW: ORGANIZATIONAL CHANGE 1 1 Table of Contents 2 Literature review 3 Responses to change 3 Negative response to change 5 Resistance to change 7 Positive response to change 8 Dealing with change in organization 10 Personal reflection 11 References 14 Literature review Responses to change Change means to make something different from the way it were before either in appearance or operations or the way it is generally perceived. Change can be gradual and occurring over a long period of time or sudden; that is, happening instantly within a split of time. Change is something that forces an individual or an organization out of its comfort zone; from the familiar territories and procedure to a new standard of doing things or following procedures. According to Strickland (2008) change could be organizational, political, social, economic or happening within an individual personal life such as change in character and demeanor. Change sometimes it is prompted by the need to improve efficiency and productivity within an organization or just to comply with the new set of rules and regulations put in place by the relevant authorities. Change upsets the status quo of doing things and set sets a new order and procedures of doing business. No matter how prepared and adaptive one is, it is a guarantee that changes in life most of the time is very scaring. People reaction or response to change will vary from an individual to another and from one situation to another. There is a lot of literature and studies that have been done concerning change and its implications to the organizations and individual’s life. Change management is an approach that is system to dealing with change, both from the organizational perspective and the perspective of an individual. There are various changes that can occur in a given organization and these will include strategic changes, missionary changes, technological changes, operational changes and changing the behaviors and attitudes of personnel (Katie & Mitchell, 2003). The different responses to changes will be dealt with later in this paper. Organizational change management being a multidisciplinary practice has evolved over the years as indicated by different scholarly research conducted. According to Leban and Stone (2007), change management in an organization has to commence with systematic diagnosis of the prevailing situation in order to establish both the capability of change and the need for change. The content, process and objectives for change should all be outlined and be specific to the plan of change management. The processes of change management may comprise of marketing that is creative to enhance communication in the change audiences, bur more so in-depth social understanding in relation to leadership styles and dynamics in within groups (Buono & Jamieson, 2010). Pioneers and champions of change expect that the members of the organization will promptly embrace the change initiative, and also support it enthusiastically with the actions that are appropriate. Harigopal (2006) says that organizational change has to win the minds and hearts of the members if at all the change is to succeed. Researchers have been uncomfortable with the organizational behavior of neglecting the emotions of people. Some have pointed out that emphasis is place on behavior and cognitive aspects at the expense of the affective domain. Members of the organization react differently when they encounter change of any form within the organization. Some of these reaction may be positive while other will be utterly negative and sabotaging the operations of the organization (Harigopal, 2006). Negative response to change When the employees have to do a different assignment or change the way they are presently doing a particular assignment, sometimes they respond in the negative with the exclamation, ‘not me’. They may go ahead and point out another person who they view can handle the job, or just deny completely their capability of implementing the proposed change. This initial response is occasioned by the contentment or satisfaction that the employees of members of the organization have with the prevailing circumstances and they fear treading into unfamiliar territories where they have to learn doing things in a different way. This can be precisely summarized as being fear of the unknown (Katie & Mitchell, 2003). Secondly other members of the organization are more concerned about their welfare and their job security. It is apparently natural for the members of the organization to first view change in terms of their own security of the job, and secondly from the perspective of the needs of the organization. Members of the organization will not help but stop and wonder will become of their jobs if advanced technology is introduced or in other circumstances if downsizing will result into restructuring of the organization. Will the proposed changes reduce their workload or completely do away with their job positions. The members of the organization will also worry about the financial implications that the change will have either on their salaries or wages. If the work is reduced will it mean that their salaries will be also reduced? The introduction of technology in the universities in terms o computer and internet met such reaction as the lecturer were so much used to the old order of doing work and they were not willing to change; but it has been observed that technology advanced has improved learning in institutions of higher learning and the same time reducing the workload of the tutors since other things can be done over the computer. Students are able to send their class assignment via email and the tutor can give notes and feed back to the assignment using the same means. Online process has encouraged distance learning and eliminated unmanageable crowds within the lecture halls. Organization change also sparks off many forums of gossip within an organization. This is a change to the organization and most of the time gossip will escalate in the time of change. Members of the organization who feel loss of control or power may react with indescribable anger, frustration, and disbelief; and they may resort to go-slow activities or vicious gossip. It is unfortunate that this kind of gossip is detrimental and distractive to a positive development during implementation of change. This rebellious people may persuade and incite others into joining them in the sabotaging of the activities of the organization. The gossip and rumors first make people anxious. When one department is affected by the changes the other are worried that they could be next. When the changes are over the unaffected group will worry about when the next changes are being implemented. The survivors of the implemented change look forward to being ambushed. During the restructuring process within an organization it obvious that the employees will critique the leadership of the organization. Members of the organization who will be assigned to a new supervisor during the implementation of change will experience a hard time switching their allegiance from one particular leader to another. In creative marketing and effective communication has not been done to put the employees in synch and they do not see the changes immediate positive results, they will certainly question to new leadership wisdom (Cushman & Sanderson, 2005). At the mention of change some employees finding contentment and comfort in a routine that is predictable will panic at the thought of change. The employees will be terrified concerning changes in the manner in which they go about their jobs. They may react negatively, not out of adamancy, but out of sheer fear concerning how the proposed changes will affect them individually. They may be overwhelmed with panic to an extent of not rationally dealing with the new regime and some will become drained physically. They will suffer from stress that will be characterized by emotional and physical symptoms which will include indigestion, headaches, back pain, teeth grinding, irritability, mood swings, compulsive eating, hyperactivity and apathy. Studies have demonstrated that people with high degree of stress are more prone to accidents and illness. In some situation there will be members of the organization who will opt to quitting rather than implement the required change. It is unfortunate to them that changes occurring in one organization are identical to those happening in other organizations else where. Deciding to hold on to personal principles and oppose the change through quitting more often than not makes the point; it is at the loss of the individual as opposed to the organization (Gustavsson, 2005). Resistance to change Some members of the organization are very resistant to change to an extent of becoming angry and frustrated. Bourne, (2009) notes their anger may be repressed leading to an increased level of stress or explicitly result into uncontrollable emotional outbursts. Anger is usually a response when employees feel that they are losing their control over the work environment, or are terrified that they are going to loss their jobs. Introduction of financial accounting software and program has led to loss jobs to other accounts and the various departments of finance and accounting were merged following reduced work load. The people who feel that they have been left out concerning the benefit of change or have a feeling that their colleagues or co-workers have been hurt in the implementation of change will mostly like vehemently resent the change made (Bourne, 2009). They will be worked up and blame the organization and its leadership for not thinking about their welfare before implementing the change. Employees who go through cognitive reactions that are strong which are accompanied by high degree of negative emotions such as anger or fear, will most likely resist the change. Rejection is a terminology that comprises of, but is not limited to the term resistance, and will manifests itself in various ways such as neglect, disloyalty, diminished trust, exiting by quitting, actively campaigning against the change, sabotage, deception, industrial action through strikes, aggression and violence, go-slows and refusal to complete certain tasks or work completely. Positive response to change Employees or members of an organization who feel a high degree of personal competence, self-confidence and self-esteem usually respond positively to change. These employees or members of the organization naturally have the capacity to constantly remain open-minded in response to organizational change, and see it as a positive step for the organization and themselves personally; employees with this kind of attitudes that are positive can asset in supporting and selling organizational change to the rest of members of the organization through effective communication and creative marketing. There are a number of responses to organizational change from these kinds of employees which are always positive (Pasmore, Woodman, & Shani, 2010). Some of the members of the organization see change as a challenge; but they are so confident that they rise to the challenge because they are sure that they possess what it takes to be contributing team players during the implementation of change in their area of specialization. They are open to new ideas, ask relevant question and feel and very feel confident in their ability of acquiring the needed knowledge to the competition of a specific task. They demonstrate a “can do” attitude in their approach to organizational change. They may agree that the task is difficult, the procedure hazy, and the results questionable or unknown, but they remain committed to dealing with the challenge brought by the change positively (Cushman & Sanderson, 2005). Some people in life and within the organization will approach life and challenges naturally with more enthusiasm as compared to others. Brunke (2009) argues that members of the organization who are enthusiastic embrace the implementation of the change. Instead of trying to look for ways of discrediting the change or seeing to it that it does not work, they view change as a natural part of evolution that must take place within the organization. Managers in the organization who are lucky to have employees who are enthusiastic need to nurture and support them since their enthusiasm can influence other members of the organization and assist in the making the change implementation process to be more acceptable to everyone (Clark, 2010). Peggy (2009) argues that not many members of the organization enthusiastically embrace change or ready to jump out of their seats to accept the challenge fully. Some will only watch from the periphery but will be open-minded all through. After a phase of silently observing what is happening they may eventually give the implemented change a chance. Whereas they may not have been participants in the change process who are eager, they basically acknowledge or appreciate the possibility of adapting to the proposed or implemented change. They demonstrate willingness to learn new procedures and techniques and do not in any way sabotage the process of change implementation (Shajaha, 2007). In some situations there are members of the organization who look at the bigger picture and visualize possibilities. They are visionary. Their attitude that is positive towards change is prompted by the broader familiarity or understanding of the market place, the particular industry and their competitive position in it; and an absolute trust in the leadership of the company. Since they are positive concerning the future of the company, these kinds of members of the organization come up with a positive vision and demonstrate it to other members and persuade them to remain positive in time of change and confusion (Fullan, 2008). Dealing with change in organization Adaption to change successfully is as important within an organization is it is in the global world. Just like animals and plants, the individuals and organizations in them inevitably encounter changing conditions that are powerless to control. The most effectively way to deal the more likely that it will be successful. Change management is a set of processes that is employed to make sure that significant changes are orderly implemented, in a controllable and systematic manner to effect change in organization. Smith and Graetz (2008) note that one of the objectives of management of change is in relation to the human aspects of dealing with resistance to change in order for members of the organization to accept the change and attain the goals of the organization of an effective and orderly transformation. The stages that must be realized in order for an organization or an individual to successfully implement the changes required as follows; Awareness: The organization or individual must understand why a specific change or series of changes are required. Desire: Either the members of the organization or the individual must possess the motivation and the desire to participate in the change being implemented. Knowledge: Learning why one has to change is not adequate enough; an organization or an individual must understand how to change. Ability: Each organization and individual that really wants to change must implement new behaviors and skills to implement the necessary changes. Reinforcement: Organizations or individuals have to be reinforced to sustain the changes making them to adapt to the new behavior. Personal reflection It has always been said albeit rhetorically that change is permanent thing in the world. Regardless of the situation you are in the sure thing is that you will one day change your operations either willingly or due to circumstances prompting the change. As it has been noted in the literature review that there are many reactions to change and many people will promptly resist the change as opposed to accepting it. In my own personal experience I have witnessed the implications of change either as a recipient of it or as one championing for change. As finance assistant in one local supermarket we faced with a major change in the management of the accounting operation system. I will agree with the assertion that change elicits every kind of effect be it physical or emotional (Fullan, 2008). When the rumors of a memorandum arrival within our branch sighting the overhaul in the accounting operation filtered into our branch I could not help but be anxious and uncomfortable. I spent sleepless night imagining what it will meet to my job security in the job market and the smooth running of the business. In the first place even before knowing what the changes entailed I worried about how the new operations were going to be done. Although I could say I felt qualified enough for the job I felt I was threatened by the impending changes (Kotter, 2006). The accounting operating system that we were using was to be changed to another advanced system and postings to the final accounts were to be done monthly instead the normal quarterly routine. None of us was comfortable with this arrangement and I saw it as an additional burden and it increased out workload. The accounts were to be balanced at the end of the monthly as opposed to the three months period basis. I could not see the real benefit of the new accounting operation system and instead I visualized increased work and long hours of working. I did not warm up to the idea until I learned that there will an increase in the salary to cater for increased workload and also a month training session to familiarize the accounting department with the new procedures (Peggy, 2009). The increase in the salary was a good incentive for me to willingly accept the change. The initial of introduction of change as started in the literature review will be met by resistance and that is how basically felt well I first heard about the impending changes. When I later learnt that there was a salary increase and period of training; I become enthusiastic and looked forward to the change. At a point I was very excited and wanted the implementation of the change to start immediately. As I look at it if the right procedures are used during the transformation of organization as a result of change then change can be successfully implemented. The workers feel threatened and left out if they do not get the right information from the relevant quarters. I was scared of the change since I had not learnt that there will be training and a hike in the salaries (Hargreaves, 2001). I was worried about the new operating system will mean that hiring other people who new how to do the job using the new operation. The procedures for implementation of change should be followed as outlined in the literature review to make the members of the organization to cordially accept the change. To instill the desire and the passion in the members of the organization the leadership of the organization has to have a plan that has a clear vision slept out. The possibility of resistance to change should not be ruled out but it should be designed in a way that it can be dealt with in an amicable manner. Changes in organization are inevitable and the success of the change will be decided on how the change is implemented and the awareness of the members of the organization. References Strickland, F. (2008). The dynamics of change: insights into organizational transition from the natural world. New York: Routledge. Peggy, H. (2009). The Change Handbook: The Definitive Resource on Today's Best Methods for Engaging Whole Systems. Read How You Want. Fullan, M. (2008). The Six Secrets of Change: What the Best Leaders Do to Help Their Organizations Survive and Thrive. John Wiley and SonS. Katie, B. & Mitchell, S. (2003). Loving What Is: Four Questions That Can Change Your Life. Three Rivers Press. Hargreaves, A. (2001). Learning to change: teaching beyond subjects and standards. John Wiley and Sons. Leban, B. & Stone, R. (2007). Managing Organizational Change. John Wiley & Sons. Kotter, P.J. (2006). Leading Change. Harvard Business Press. Bourne, B.B. (2009). Phenomenological study of response to organizational change: Baby Boomers, Generation X, and Generation Y. ProQuest Harigopal, K. (2006). Management of organizational change: leveraging transformation. SAGE. SMITH, A. & Graetz, F. (2008). Philosophies of Organizational Change. Edward Elgar Publishing. Pasmore, A. W., Woodman, W.R. & Shani, A.B. (2010). Research in Organizational Change and Development. Emerald Group Publishing. Mills, H.J. (2003). Making sense of organizational change. Routledge. Ebrahim, A. (2005). NGOs and organizational change: discourse, reporting, and learning. Cambridge University Press. Clark, R.T. (2010). EPIC Change: How to Lead Change in the Global Age. John Wiley and Sons Cushman, P.D. & Sanderson, S. (2005). Communicating organizational change: a management perspective. SUNY Press. Buono, F.A. & Jamieson, D. (2010). Consultation for Organizational Change. IAP. Gustavsson, A. (2005). Resistance, reflection and change: Nordic disability research. Studentlitteratur. Brunke, F. (2009). Open to Change: The Power of Reflection in Your Yoga Practice. IUniverse. Shajaha, S. (2007). Organization Behavior. New Age International. Read More