of change studied in the paper are Lewin’s model, the Action Research Plan model and Kotter’s eight stages of organizational change.The paper will attempt to integrate the models with the concept of resistance and come up with meaningful conclusions.
The above statement effectively summarises the context of this research interest, which deals with the concept of organizational change, with specific focus on employee resistance towards such a change in a given organization. A typical organization, according to research, goes through different forms of change, of which the most common are cost reduction, redundancies, culture change and performance improvement (Mullins 822; also see Brooks 98). The CIPD, Britain’s Chartered Institute of Personnel Development, in their own research, have given a more detailed set of circumstances which impose organizational change: challenges of growth; challenge of economic downturns and tougher trading conditions; changes in strategy; technological changes; competitive pressures including mergers and acquisitions; customer pressure; and government legislations (CIPD Change Management).
Research suggests that previously, change was a planned phenomenon, and it was implemented on periodic bases by the organization as part of a strategic plan. In other words, an organization may strategically plan to implement changes every few years. But the volatile environments where modern businesses operate have changed the way this process is carried out, due to more rapid developments either inside or outside the organizations, which eventually force the organizations to implement changes (Hussey 9). Such developments have been referred to as ‘trigger events’, and Hussey argues that these events occur too fast for comfort in modern organizations (10). The author also explains that these events may be either opportunities or threats, and that the subsequent changes are the organizations’ way of reacting to these events, in order to
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The following is a work of research on the concept of Organizational Change, with specific interest in employees’ resistance to such change, and some of the models that were developed to implement such a change. For its discussion on change and resistance to change, this paper…
According to th report having a proper organizational change setting in place will also set the ball rolling as far as the significant talk to cutting down on expenditures and making the best possible use of the resources that are available to the organization at the present moment in time. The need is to understand a proper guideline or frame of work.
Resistance can lower the performance level and expectations about a change, thus creating a lowered overall effectiveness of an organization. When an organizational work culture does not support flexibility, then change becomes a difficult and less successful environment for change.
The business at Mace Ford has moved towards challenging phase after it received its dealership from the huge automobile maker “Ford”. The deal came in to effect during the year 2009. Ford provided Mace an intent letter in the month of August 2009 by stating its designation as a Franchisee of Ford in Vigo County.
In this context most managers need to promote organizational changes by introducing a cluster of small changes applicable to areas varying from business input to ultimate output. Therefore, organizational change is a management strategy by which a framework of new business processes with adequate changes in the organizational structure subject to timely changes in cultural patterns within the enterprise.
This essay shall highlight and analyze some of the factors and how the Lewins theory of change can be used to overcome resistance to change. Firstly, organizational causes of change resistance are the factors within the firm, which causes resistance to change.
Change has crosscutting effects on the employees who are supposed to implement it. Sometimes being affected negatively and some other times positively, despite the effects, the good of the organization in the long-term and the short-term prevails. Some individuals or system parameters make it difficult for the change to be achieved, thereby derailing the objective of the organization.
According to the study conducted, resistance to change is stressful and disruptive to organizations when they want to implement change. However, this is unavoidable because employees are diverse and react differently to change. For this reason, managers, and agents of change have a crucial role in encouraging employees to accept change
4 pages (1000 words)Research Paper
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