The paper "Resistance to Organizational Change" is a great example of management coursework. Organizational change is a transition from an organization’ s current framework to a framework that is more desired within its future operations. Change management thus involves proper planning and implementation of change within organizations in a manner that minimizes resistance among employees and reduces the cost incurred by the organization while increasing the impact of the efforts of change. The competitive nature of the current marketplace requires organizations to change constantly to outdo or match their competitors. Various factors including markets globalization and the rapid advancement of technology demand quick responses from businesses that expect to continue thriving.
These organizational changes range from minor changes including new software installation to significant changes such as refocusing the entire marketing strategy, transformation of organizational approaches in response to increased foreign competition, or battling an uncongenial takeover. Types of organizational change Researchers have continuously majored on two types of organizational change, which form a basis for the development of other forms of change. These include the first-order change, which is also referred to as incremental change, and the second-order change, also referred to as discontinuous change (Graetz, Rimmer, Smith, & Lawrence, 2011).
Incremental change involves various changes within the structures, systems, or processes of the organization. However, this does not involve any changes within the corporate identity of the organization, its core values, or strategies. This types of changes develop and maintain the organization. They are designed to promote order and allow continuity of the organization. On the contrary, discontinuous change is radical and transformational and significantly makes adjustments at the core of the organization (Campbell, 2014).
With this type of change, more focus is directed towards transforming the whole nature of the organization and not merely developing it. The change could either be anticipatory where an organization facilitates transformations in various areas towards placing the organization at a better place in the market, or reactive, where an organization instigates change in response to other changes in the marketplace such as changes embraced by the competitors (Campbell, 2014). In this case, most theorists only emphasize reactive and adaptive change without recognizing the importance of transforming the entire organization from its roots towards ensuring sustainability and achievement of long-term positive results.
Nevertheless, in some cases, there is a need for the organization to be entirely transformed to cope with the constantly evolving markets and consumers. For instance, Chrysler’ s change initiatives while under the leadership of Lee Iacocca resolved to recreate the organization to allow for survival and sustainability within the market (Jabri, 2012). Through the redefinition of its scope, altering foreign operations, and a complete change of its initial strategy, which involved building full-sized cars, the company was able to emerge stronger than it initially was and stood out as a key player within the industry. Resistance to organizational change Resistance to change has been increasingly noted as a key determinant of the success or failure of organizational changes.
Out of all the organizational change failures that may be recorded within an organization, though not well acknowledged, resistance to change is a key contributor (Harsh, 2014). Such resistance could be exhibited in various ways including increased quitting, reduced output, chronic quarrels, increased transfer requests, slow-down or wildcat strikes, and expression of various pseudo-logical reasons against the change (Harsh, 2014).