revalent at the lower ranks of the ladder due to employees distrusting the reasoning by management behind the decisions or the lack of respect of the acumen of their leaders. This altitude often permeates in the entire organization, however, there are those in the organization who always look forward to changes believing it will herald better opportunities for them and improve the working conditions for them. Former US president John F. Kennedy argued that, ‘change is the law of life and those who look only to the past or the present are certain to miss the future’ (Warren, Benne and Chin 1969, Pg. 24). In this discussion paper, an analysis of the change management in organisations and the resultant resistant to the change is examined.
Change management in organizations refers to the process of instigating changes in a planned and controlled or orderly manner. This involves invoking innovative techniques and schemes in the organization controlled by the management and sometimes prompted by events outside the company. Most changes in organisations often fail due to internal resistance from company staff, studies on British production firms revealed that more than half of the failures were due to poor implementation of the projected changes (Maurer, 1996). There several reason attributed to resistance to changes in organisation mostly emanating from the organisation’s failure to properly prepare the employees on the impending transformations including lack of proficiency and guidance among the staff as well as minimal communication from the leaders [see Figure:1].
According to Goman (2000), ‘organizations dont change, people do’ (Pg.506); thus she asserts a firm’s management ignorance of the significance of their employees is the utmost error made in affecting change which leads to 60-75 percent failures in change management . Another mistake made by management is considering changes as incidental, rather than a psychological, substantial and poignant