...include a change in mission, restructuring operations, new technologies, mergers, collaborations, and rightsizing. Change in organizational scheme is an attempt to alter the organization`s alignment with its environment. The Nature and Causes of Resistance to change Employees have to learn something new therefore they resist to change. In many reasons there is not a divide with the advantage of the new process, but rather a fear of the unknown future and about their ability to adapt to it. Forces of Change The general environment is parted in to different dimensions: External forces for change originate outside the organization. First of all, these forces have global effects, they might reason an organization to question the essence of what business it is in and the process by which products and services are produced. There are external forces for change is discussed below: The workforce is more diverse and there is a business responsibility to effectively manage diversity. Thus, organizations need to effectively manage diversity if they are to receive maximum contribution and commitment from employees. Technological changes are increase to many organizations, because of the rapid rate of all technological innovation. One important area of change involves equipment, thus a change in work processes or work activities may be necessary. Almost all of the subject in change efforts revolve around people. You can change technologies, but incase people support...
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...Change in almost any aspect of a business enterprise’s operation can be met resistance. Nowadays, changing in business circumstances requires managers to take preventive action aimed at stabilizing the enterprise and resolve conflicts that may threaten the enterprise’s future. Managers will be acting as change agent and responsible for managing the organizational change process. Change agents can be a manager within the organization, but could be a non-manager such as outside consultant who has objective perspective when analyze enterprise’s lack. According to (Robbins and Coulter 2011, p.155) Managers will face three main types of change: structure, technology, and people. Changing structure driven by changes in the external environment or...
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...change include changes in the work itself, structural and organizational design alterations, shift to the global economy, and increased diversity. There is often resistance to change in organizations. This is usually traced to some combination of individual, group, or organizational characteristics, including the design structure of the organization, changing systems and programs, changing organizational policies, and the organizational culture. Organizations need to remain compatible with their external environments. However, the environments in which organizations operate are constantly changing, so they must recognize the shifts and respond accordingly in order to survive and remain effective. Successful organizations monitor their environment and take appropriate steps to maintain a compatibility with the new external conditions. Given the increasing amount of change that organizations experience, it is critical that all employees learn strategies to manage change and cope with change. Rather than resisting change, employees and successful organizations embrace change as an integral part of organizational life. Learning Outcomes • Explain factors influencing the need for change • Describe reasons why people resist organizational change • Describe strategies to minimize resistance to change • Describe Lewin's model of force field analysis • Define group norms and highlight their importance for a group • Explain...
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...[Type text] AsiaeUniversity Interface Global Education Authorised Centre By N AsiaeUniversity STUDENT’S NAME : ABDUL KADIR AL JAILANI BIN RAMLE I/C NO : 840128-04-5227 PROGRAMME : EXECUTIVE MASTER IN MANAGEMENT CLASS DATE : 27 & 28 FEBRUARY 2016 INTAKE DATE : SEPTEMBER 2015 MODULE : ORGANIZATIONAL BEHAVIOUR TRAINER’S NAME : PN. ZUNAIDAH BINTI ABU HASAN CENTRE : IGE MELAKA OVERALL MARK (Fill up by Trainer) QUESTION 2 3 TOTAL FINAL MARK (40%) [Type text] MARK Contents Question 2 .................................................................................................................. 3 Introduction ............................................................................................................. 3 Objectives ............................................................................................................... 3 Content ................................................................................................................... 3 Conclusion .............................................................................................................. 6 Question 3 .................................................................................................................. 7 Introduction ............................................................................................................. 7 Objectives ...........................................................................................................
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...CLASSIC INTERIORS CLASSIC INTERIORS Contents 1.0 Introduction 1 2.0 Terms of Reference 1 3.0 Procedures 1 4.0 Findings 1 4.1 PESTEL Model 1 4.2 Opportunities and Threats to the administration department 2 4.3 Analysis of 2 4.4 Change Management Strategies 3 4.5 Possible impacts of resistance to change on the administration department 3 4.6 Strategies to reduce resistance 3 5.0 Conclusion 4 6.0 References 5 1.0 Introduction I have been asked by the partners, Izzi McDonald, Tomi Ajetunmobi and Alasdair Young at Classic Interiors to attend their next meeting to discuss the future of the company. They have also asked to know my views on any possible developments of the company and my views on the administration department. I will be preparing a briefing that will them be circulated to the partners, that they will then use for the basis of their discussion at their next meeting. 2.0 Terms of Reference I have been asked by Tutor Chris Kennedy to write a briefing report using the previous case study about Classic, that will include using the PESTEL model to help analyse any factors that could affect the future of the organisation and to also talk about any opportunities and threats that are relevant to the administration department at Classis Interiors, I will then analyse these and recommend changes that could address any of these issues. 3.0 Procedures The information in my report I have gained...
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...Synergetic Solutions This paper will examine internal and external forces of change; leaders implementing changes within the organization; the models the leader by employ; the communication necessary to implement the changes; the resistances the leader might incur; and the strategies the leader might use to overcome the resistance within the organization. Synergetic Solutions wants to accomplish rapid changes within the organization and this will be no easy task without proper leadership within the organization to keep all involved and make the changes a reality. Internal and External Forces of Change Internal forces of change include poor financial performance and the need to increase profitability, employee dissatisfaction, and cultural differences within the organization (Robbins & Judge, 2011). The organization might not be performing as well financially as it could, which puts a strain on the organization to pay bills, order products, and meet payroll. An organization having poor financial performance will need to increase profitability to succeed. Employee dissatisfaction could lead to a decrease in production, which leads to a decrease in profitability. Culture may be a barrier to change when the “. . . shared values are not in agreement with those that further the organization’s effectiveness” (Robbins & Judge, 2011, p. 525, para. 2). External forces of change may be as devastating as internal forces of change. External forces of change include technological...
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...Structure Simulation Since technology is always making leaps and bounds to ensure that tomorrow’s technology is ten times better than today's. It’s only natural that Synergetic Solutions Inc. opened themselves up to a new market that coincides with their internal and external changes. Thus allowing the company to revolutionize itself. By evaluating what leaders need to successfully implement a change, coming up with strategies on how to carry out the change and what type of resistance would be met in the process. Internally they are facing changes in technology, relevance, and long term foreseen financial crisis for either not keeping up or trying to catch up. With Synergetic Solutions Inc. being a business that caters to assembling and reselling technology that becomes obsolete every six months. They have to change or recalibrate every so often how they handle their products. For example computers no longer have tubes or thirty-pound monitors, and towers are now becoming a thing of the past due to all-in-ones and touch screen options. Ever changing technology has made computers run faster and produce better graphics. For speed with an Intel Core processor, i7 beats out i5 and i3, and for better graphics for gaming or presentations AMD 8 outperforms AMD 7 and AMD 6. While this just deals with the chips, it’s easy to understand that the structure of a computer changes along with internal elements. In order to keep up with modifications technology, skills, and knowledge used...
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...affiliation Innovation in health care The past few decades have seen increasing trends in the adoption of healthcare information systems in various healthcare departments. Such technologies are targeted at increasing the quality of services, the credibility of diagnostic and treatment options all in a bid to improve the quality of life. Despite the adoption of such technologies, new technology and information systems are cropping up every making technology adoption in the healthcare sector a perpetual undertaking. The aim of this paper is to review the literature ascribing to the use of information technology, particularly in the nursing department. By definition, innovation is the process of introducing or acquiring a new system to aid in the accomplishment of duties. Ideally, innovation creates a state of change in the organization (Omachonu & Einspruch, 2010). As such, implementation of innovation technology is often a complex task that involves careful planning. In essence, the technological innovation aims at making a healthcare facility attain the status of high reliability organizations (HRO). One of the main challenges that healthcare organization report, when adopting a new technology, lies in the implementing of the decision to acquire a new technology. Managers employ different strategies in implementing decisions at their organizations; the success of these decisions is dependent on the chosen decision approach. Thakur, Hsu, and Fontenot (2011)...
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...providing users with “Smart” functionalities of both cell phone and Personal Digital Assistant (PDA). Experts in mobile industry expect that smartphones are going to be dominant in mobile phone market. However, Smartphone industry is facing a different reality, with its declining sales and less market share, forcing research companies (Gartner, Canalys, etc.) to change their expectations. This situation leads us to another important and often ignored perspective of innovation challenges, i.e. consumers' resistance; as consumers' adoption and purchase decision makes a significant difference in the success of innovative products. Problem: Innovation has been called as a key factor for companies to survive and grow in the long run, especially in the dynamic & complex markets and uncertain economic circumstances. Despite the successful outcome of innovations, inhibition or delay in the diffusion of innovation may translate this success into market failure, where resistance has been called as one of the main reasons for inhibiting or delaying the innovation diffusion . Consumers adoption of innovation depend upon several factors: the most important of which are specified as consumers’ characteristics (psychological characteristics of consumers; how they view the innovativeness with respect to that particular product), and the innovation characteristics (outcome and effects of innovation). Past research on innovation &...
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...In a high technology world that most retail has changed completely now, consumers are more empowered and well informed by digital connection than ever before. The modern Omni-channel shopper was always connected with mobile or internet. They can get the latest information, update about their choices, find the best deals and expects to receive purchase on their preferred time and place. Their journey cuts across different channel, including brick and mortal, online, mobile and social media that can influence the sales and consumer decisions. Due to the drastically changing in adoption of high-tech devices, consumer buying behaviour was growing especially in Asia. The surge of e-commerce business has driven companies towards Omni-channel approach....
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...Resistance to Change Chris Stefo Benedictine University Resistance to Change 1 In the case study Steve Jackson Faces Resistance to Change, Steve Jackson has researched the need for his company to integrate a new software called BSO into the Western Construction Company. Jackson has taken necessary steps to ensure the software is appropriate for the company, beta tested the software with other workers including his boss, and everyone that used the software was impressed. There is one employee who is reluctant to the change in software. The co-worker, Mike Barnett, believes that Western Construction does not need the new software and has voiced his disapproval of Jackson and his ability to perform in his current position. Jackson’s challenge is to figure out how he is going to persuade Barnett that the software is needed for Western Construction. If he is unable to get Barnett to come on board, the BSO software update may be cancelled. Resistance to change is a common problem for management. When companies are seeking to improve an aspect of their business, employees will naturally show resistance. “Although change agents are understandably frustrated by passive or active resistance to change, they need to realize that resistance is a common and natural response” (Lawrence p.436) . Kurt Lewin was a psychologist who developed the force field analysis model to describe the process of environmental forces that force companies to change...
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...Module 4 - Impementing technology Implementation Problems * Barriers to technology transfer... * Problems in the implementations of technology development projects... * Technology development project problems * Understanding costs, risks, benefits... * Understanding the application... * Lack of appropriate measures of progress... * GO/NO-GO decision making... * Communication... * Management commitment... * Slipping schedule... * Problems in implementation of developed process technology... * Developed process technology project problems * Resistance to change... * Logistics... * Inadequate resources... * Lack of appropriate measures of progress... * Communications... * Preoccupied with existing operations... * Slipping schedule... Barriers to technology transfer... Technology implementation is fraught with problems. On one hand there are a number of factors encouraging technological change. The potential benefits of the technology itself and the evangelistic endeavors of the technology experts push for change. The needs and frustrations of the user can provide a "market pull". However, these factors must have enough energy to break through the barriers to technology transfer that form a wall of resistance to change. The more that can be done to reduce or eliminate the barriers to technology transfer, the greater chance that the energy provided...
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...Lapointe & Rivard/Resistance to IT Implementation RESEARCH ARTICLE A MULTILEVEL MODEL OF RESISTANCE TO INFORMATION TECHNOLOGY IMPLEMENTATION1 By: Liette Lapointe Faculty of Management McGill University 1001 Sherbrooke Street West Montreal, Quebec H3A 1G5 Canada liette.lapointe@mcgill.ca Suzanne Rivard HEC Montreal 3000 Côte Ste-Catherine Road Montreal, Quebec H3T 2A7 Canada suzanne.rivard@hec.ca of the nature of the relationships between these components and (2) refine our understanding of the multilevel nature of the phenomenon. Using analytic induction, we examined data from three case studies of clinical information systems implementations in hospital settings, focusing on physicians’ resistance behaviors. The resulting mixeddeterminants model suggests that group resistance behaviors vary during implementation. When a system is introduced, users in a group will first assess it in terms of the interplay between its features and individual and/or organizational-level initial conditions. They then make projections about the consequences of its use. If expected consequences are threatening, resistance behaviors will result. During implementation, should some trigger occur to either modify or activate an initial condition involving the balance of power between the group and other user groups, it will also modify the object of resistance, from system to system significance. If the relevant initial conditions pertain to the power of the resisting group vis-à-vis the system...
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...highly competitive. Freight transport demand has grown rapidly and will grow further as our economies recover from the current economic instability. This puts pressure on the capacity of transport networks and community acceptance of the environmental and safety impacts of freight transport, especially by the trucking industry. Alternative cost and energy saving methods need to be identified by the transportation industry to reduce not just the fuel cost but reduce the environmental impact the transportation industry has in the country. The IEA, according to the Aluminum Association (2008), forecasts that annual car and light truck sales worldwide will grow from approximately 65 million in 2006 to more than 140 million in 2050. The technology is supporting the transportation industry with improved fuel efficient equipment, and alternative energy sources to reduce the fuel cost. Fuel consumption expense is a direct cost incurred in the Peregrine Transportation Company....
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...* Employees factors - any type of equipment or processes that assist organization members in the performance of their jobs For an organization to maximize its effectiveness, appropriate people must be matched with appropriate technology and appropriate structure. THE KIND OF CHANGE TO MAKE: Most changes can be categorized into one of the 3 kinds: * Technological * Structural * People These 3 kinds of change correspond to the 3 main determinants of the organizational effectiveness – each change is named for the determinant it emphasizes. STRUCTURAL CHANGE: Structural change emphasizes increasing organizational effectiveness by changing controls that influence organization members during the performance of their jobs. Structural change is aimed at increasing the organizational effectiveness through modifications to the existing organizational structure like: * Clarifying and Defining Jobs * Modifying Organizational Structure to fit the communication needs of the organization * Decentralizing the organization to reduce the cost of coordination, increase the controllability of subunits, increase motivation, and gain greater flexibility. Although structural change must take account of people and technology to be successful, its primary focus is obviously on changing organization structure. Managers choose to make structural changes within an organization if information they have gathered indicates that the present structure is the...
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