Essays on Ways Managers Can Positively Manage Resistance to Change Coursework

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The paper "Ways Managers Can Positively Manage Resistance to Change" is a great example of management coursework.   Globalization and a severe competition faced by companies have been witnessed in today’ s business environment (Bamford and Forrester, 2003). In order to be competitive and respond to customers’ needs, companies need to adopt new practices, tighten their organizational relationships and manage their operations. Technological advancements, changing economic conditions and demographic shifts also force companies to implement change. Nevertheless, any change process initiated by an employer is faced with resistance from employees (Lewis, 2006).

People are often overwhelmed by change taking place in an organization especially if they perceive that they have no say or control over it. The typical response of change is flight or fight, and managers often interpret these reactions as being stubbornness or not being a team player. The end result is the lack of morale which leads to loss of productivity. Resistance has affected change process and many change processes have failed as a result (Lewis, 2006). Therefore, companies need to work towards managing change and eliminating resistance from employees. This essay will discuss the ways managers can positively manage resistance to change.

The essay will also examine what managers need to know and understand when undertaking change management. Organizational change can be termed as the transformation of systems, structures, and quality through the introduction of new ideas and businesses in order to improve performance and gain competitive advantage (Johansson and Heide, 2008). Change is mandatory in order to survive the economic crisis, market competition, and technological development. Although change results in improvement of performance, not all employees are happy when an organization undergoes a change process.

Managers should understand that there will always be resistance to change. People prefer stability over change since it is much easier to work comfortably without the need to adjust to any change. According to Moran and Brightman (2001), when change is required, a firm will face resistance due to uncertainty regarding a change. Organizational change often presents a number of threats to those involved. Some threats include job insecurity, destruction from the main objectives, and the need to adjust (Johansson and Heide, 2008).

Employees, therefore, tend to resist change as a way of protecting themselves from such threats. There are so many reasons why employees resist change. Job loss is a major factor that prompts employees to offer resistance to change. In a typical working environment, there are always things that keep on changing within an organization that is aimed at enhancing productivity (Palmer and Dunford, 2008). With such a change in place, an organization may opt to downsize or create new opportunities for employees which may lead to fear of job loss. Another reason for resistance to change is the fear of the unknown.

When a change process is introduced to an organization without any information, the workers may become fearful of change implications. Change processes create doubt and uncertainty which contribute to resistance (Palmer and Dunford, 2008). Also, when a change process is troublesome and inconveniences the workforce, there may be high resistance to change implementation. Change may also prevent employees from fulfilling their economic and social objectives and thus, they may offer resistance to changes that impact job status and social relationships and minimize their income.

Overall, resistance creates challenges at every stage of change formulation and implementation and threatens to disrupt change success (Oreg, 2006).

References

Bamford, D. R. and Forrester, P. L 2003, ‘Managing planned and emergent change within an operations management environment’. International Journal of Operations & Production Management, vol. 23, no. 5, pp. 18-22.

Cameron, E & Green, M 2004, Making sense of change management : a complete guide to the models, tools & techniques of organizational change, London Sterling, VA: Kogan Page.

Cummings, S., Bridgman, T and Brown, K 2016, Unfreezing change as three steps: Rethinking Kurt Lewin’s legacy for change management. Human Relations, vol. 9, no. 1, pp.33-60.

Johansson, C. And Heide, M 2008, Speaking of change: three communication approaches in studies of change, Corporate Communications: An International Journal, vol. 13, no. 3, pp. 288-305.

Kegan, R & Lahey, L 2009, Immunity to change: how to overcome it and unlock potential in yourself and your organization, Boston, Mass, Harvard Business Press.

Lewis, L.K 2006, Employee perspectives on implementation communication as predictors of perceptions of success and resistance. Western Journal of Communication, vol. 70, no. 1, pp. 23-46.

Moran, J. W and Brightman, B. K 2001, ‘Leading organizational change’. Career Development International, vol. 6, no. 2, pp. 111–118.

Oreg, S 2006, Personality, context, and resistance to organizational change. European Journal of Work and Organizational Psychology, vol. 15, no. 1, pp. 73-101.

Palmer I and Dunford R 2008, Organizational Change and the Importance of Embedded Assumptions. British Journal of Management, Vol. 19, S20–S32.

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