The paper "The Strategies of Queensland Department of Main Roads " is an outstanding example of a management assignment. In a modern-day business environment, change is all invasive in organizations. Change occurs consistently and usually at a swift speed. Since change is a portion of organizational dynamic, workers who are resistant to change can normally cripple a company. Resistance is an unavoidable response to change and if management doesn’ t accept, understand and attempt to deal with resistance, it may dent the well-intentioned change efforts. In 2003, road workers in the Queensland Department of Main Roads objected a major change that required them to work in long-sleeved shirts and long trousers.
This new focus on employee safety implied that new policies and guidelines were consistently being implemented to make sure that employees were safe from direct sunlight which had the capacity of causing skin cancer. This paper looks at how the strategies the department could have used to overcome employee resistance to change, the outside drivers and agents of change and the role of organizational culture in the change process. Question 1 Ways in which an organization could have overcome the resistance of workers to the change The department can overcome employee resistance to change through education and communication.
According to Shermerhorn et al (2005), organizations can deal with resistance to organizational change through communication and education, involvement and participation, support and facilitation and negotiation and agreement. Effective education and communication is a good way that the department can use to overcome resistance to change Woods et al (2010) note that imprecise information might be a key reason to resistance to organizational change and thus an effective communication and education program might be useful in overcoming this resistance.
The workers could be offered essential education on the importance of wearing long trousers and long-sleeved shirts through conferences, meetings and training classes. The reasons on change should be communicated clearly and without any ambiguity and the management must also use a two-way communication amid workers and management so that the management gets to know the reactions of the employees directly without delay. Communication should have been established amid the organization and the employees offering an opportunity to the two parties to discuss their views and concerns of the new dressing, and all the viewpoints and concerns communicated at both a formal and informal level (Robbins et al, 2008). Involvement and participation of employees in the change process is another way that the department could have used to overcome resistance to change.
According to Hartog, (2004), people will find it hard to resists to a change in which they took part in. Before making and implementing the change, all the employees who were going to be influenced by the change should have been brought into the process of decision making.
Their objectives and doubts should have been eradicated in order to win their support. This involvement of employees could have helped the department to overcome resistance to change, attain personal commitment and raise the quality of change decisions. The employees should have been offered a chance to take part in the process of decision making through trailing the new dressing prior to its implementation and be allowed to give proposals for what they would have liked the department to implement as well as problems that they saw with the new dressing standards.
Robbins et al (2008) argue that significant issue in making sure that a protective culture was embraced by construction workers was that workers needed to be conferred within establishing the safety and health controls to be employed in the department. Through empowering employees to manage their safety and health matters and working cooperatively, the needs of both the employees and the department could be addressed (Griffin & Moorhead, 2010).
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