...Resistance to Change John Caudill Webster University MNGT 5590 Dr. Kevin Henson Abstract The topic I researched was organizational change. My search criteria were limited to ABI/Inform, for peer-reviewed, full text documents, and scholarly journals. I didn’t have a specific time frame. However, most of the articles are within the last 5 years. Some of the search keywords used was organizational change, organizational behavior, and resistance to change. The results of the article analysis found that organizational change is a very complex process. Leaders, managers, change managers and employees have a lot of factors to consider and find solutions for in order for a change to be successful. Some of the common reasons that caused changes to fail are; employee’s attitudes, lack of employee empowerment, forcing employees to change the status quo, employees felt threatened by the change, perceived loss of jobs, new boss, new responsibilities, employees don’t understand the intent of the change, change doesn’t make sense, past experiences and group dynamics play a part. Resistance can be overt or covert. The differences in value congruence and organizational culture of small working groups, the individual and the organization as a whole must also be considered. In order for the change to be a success the leaders must study, analyze, and develop the plan around these conditions. The plan has to be well thought out, the intent and goals understood by the employees...
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...2000 Revised May 2001 Accepted May 2001 Resistance to organisational change: the role of defence mechanisms Wayne H. Bovey Bovey Management (Certified Consultants), Queensland, Australia Andrew Hede University of the Sunshine Coast, Queensland, Australia Keywords Organizational change, Resistance, Defence, Humour Abstract Observes that the published literature on resistance to organisational change has focused more on organisational issues rather than individual psychological factors. The present study investigated the role of both adaptive and maladaptive defence mechanisms in individual resistance. Surveys were conducted in nine organisations undergoing major change and responses were obtained from 615 employees. The results indicate that five maladaptive defence mechanisms are positively correlated with behavioural intention to resist change, namely, projection, acting out, isolation of affect, dissociation and denial. The adaptive defence mechanism of humour was found to be negatively correlated with resistance intention. Identifies two intervention strategies which can be used by management to address the effects of defence mechanisms on resistance during periods of change in organisations. Journal of Managerial Psychology, Vol. 16 No. 7, 2001, pp. 534-548. # MCB University Press, 0268-3946 Introduction Individuals go through a reaction process when they are personally confronted with major organisational change (Jacobs, 1995; Kyle, 1993). According to Scott...
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...LEADERSHIP AND ORGANIZATIONAL CHANGE Nebojša Janićijević Belgrade University, School of Economics jnebojsa@eunet.rs MGT 597 ETHICS & LEADERSHIP References Mandatory Yukl G. (2010).Leadership in Organizations. 7th edition. Upper Saddle River: Pearson Supplementary Kotter J. (1996). Leading Chnage. Cambidge Ma.: Harvard Business School Press Janićijević N. (2009). Upravljanje organizacionim promenama. Beograd: Ekonomski fakultet . MGT 597 ETHICS & LEADERSHIP The process of organizational change management Initiating Diagnosis Creating vision Planning Motivating Power management Implementation Management of personal transition Stabilization Monitoring and control UNFREEZING MOVE REFREEZING MGT 597 ETHICS & LEADERSHIP Initiating changes The first step in change management The importance of leader’s mental change In order to initiate changes, a leader has to: 1. 2. 3. 4. Recognizes causes and drivers of change; Develops his own awareness of the necessity of breaking with status quo Develops his wish to make changes and to make decision to start changes; Identifies and appoint a change agent, define his roles and responsibilities and build productive relationship with him MGT 597 ETHICS & LEADERSHIP Model of causes of organizatioonal changes External soruces – changes in environment The inertia of organization Internal sources -. Changes in the company 1 Anticipation of the crisis External and / or internal misbalance 1 ...
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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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...ANNEXURE - C “TECHNICAL ANALYSIS OF STOCKS ” This project report in the Special Studies in Finance based on the in-depth study of the project theme is submitted in February, 2014 to the Sydenham Institute of Management Studies and Research and Entrepreneurship Education (SIMSREE) , B - Road, Churchgate, Mumbai - 400 020, in partial fulfillment of the requirements for the award of the Master’s Degree, Masters in Management Studies (MMS), Submitted By NAME: VAISHALI CHANDRESH GORATELA ROLL NO. : M12020 CLASS: MMS1 BATCH: 2012-2014 Guided By MR. AMIT BOBHATE Date: Place: MUMBAI ANNEXURE – D CERTIFICATE This is to certify that this project report entitled “TECHNICAL ANALYSIS OF STOCKS” is submitted in February, 2014 to Sydenham Institute of Management Studies and Research and Entrepreneurship Education (SIMSREE) , Mumbai 400020, by Ms. Vaishali Goratela bearing Roll No. M12020, batch (2012 - 2014) in partial fulfillment of the requirements for the award of the Master’s Degree, Masters in Management Studies (MMS). This is a record of her own work carried out under my guidance. She has discussed with me adequately before compiling the above work and I am satisfied with the quality, originality and depth of the work for the above qualification. PLACE: MUMBAI. ________________ DATE: (Signature...
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...Administration Department The Relationship between Leader-Member Exchange and Resistance to Change in Organizations: A case study on Mercy Corps (INGO) By Hazar Jaber Supervisor Dr. Sami Abou-Al-Ross A dissertation plan submitted in partial fulfillment of the requirements for the degree of Master of Business Administration Dec 2014 * Introduction Many research studies have shown that leaders have a strong effect on their subordinates’ behavior and attitudes (Van Dam, Oreg & Schyns, 2008). This relationship is often referred to as the Leader-Member Exchange (LMX) relationship, which demonstrates the relationship between supervisor and subordinate during their work (Gerstner & Day, 1997; Liden & Maslyn, 1998). Practically speaking, many of organizational change programs fail because of employees’ resistance to change and management approaches that neglect the human dimensions during change (Bovey & Hede, 2001). In other words, the quality of LMX relationships affects employees’ resistance to the change (Van Dam et al., 2008). However, resistance to change is an important component through organizational changes since it has consequences such as decreasing employee’ satisfaction, output, absenteeism and turnover rates (Van Dam et al., 2008). In this context, many of previous research studies examined the way in which employees deal with organizational change and manage uncertainty (e.g. Furst & Cable, 2008; Fugate, Kinicke & Scheck...
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...Change management - the systems and tools for managing change Scope of change management This tutorial provides a summary of each of the main areas for change management based on Prosci's research with more than 900 organizations in the last 7 years. The purpose of defining these change management areas is to ensure that there is a common understanding among readers. Tools or components of change management include: Change management process Readiness assessments Communication and communication planning Coaching and manager training for change management Training and employee training development Sponsor activities and sponsor roadmaps Resistance management Data collection, feedback analysis and corrective action Celebrating and recognizing success Change management process The change management process is the sequence of steps or activities that a change management team or project leader would follow to apply change management to a project or change. Based on Prosci's research of the most effective and commonly applied change, most change management processes contain the following three phases: Phase 1 - Preparing for change (Preparation, assessment and strategy development) Phase 2 - Managing change (Detailed planning and change management implementation) Phase 3 - Reinforcing change (Data gathering, corrective action and recognition) These phases result in the following approach as shown below in Figure 1. Figure 1 - Change Management Process...
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...Abstract Resistance to organisational change is seen as one of the impediments to organisational expansion and growth due to its negative repercussions. This study therefore sought to investigate the factors that influence resistance to or- ganisational change at Oti-Yeboah Complex Limited. De- scriptive survey design was adopted to collect information using stratified sampling and self-administered question- naires. Descriptive statistics, bi-variate correlation, regres- sion analysis and t-test were used to analyse the data. The results indicated that less employee participation in deci- sion making and lack of trust in management contributed highly to resistance at Oti-Yeboah Complex Limited. In addition, factors such as lack of motivation, poor chan- nels of communication, and information exchange also contributed to resistance. The study suggests that manage- ment should encourage employee participation in decision making, build confidence, accept constructive criticism, be transparent and communicate clearly the need for change to employees. INTRODUCTION Organisations operate within an increasingly volatile environment and are in a state of constant change. The pressure to change stems from a variety of internal and external sources such as political, economic, social and technological factors (Boojihawon & Segal-Horn, 2006). Leana and Barry (2000) posit that organizational change is aimed at adapting to the environment, improvement...
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...Implementing Change in Organizations (Shift Happens) Research Paper MGT6681 Abstract As one of the key lessons in the book Who Moved My Cheese? points out, “change happens”; in fact, change may be the only constant in our lives. Some people thrive on change; others will avoid it at all costs – even if it costs them their livelihood. Because change is one of the major problems causing conflict and dissention in the organization’s most valuable resource, its employees, this paper will review some of the possible causes of resistance to change and how to overcome them. Specifically, this research will focus on these particular aspects of implementing change within an organization: Why change? Who avoids change, and why? How to overcome resistance and implement change. Nothing endures but change. Heraclitus Why Change? Possibly one of the biggest problems with implementing a change in an organization is the fact that employees may view the change as unnecessary. As an example, The Farm Bank case (Brown/Harvey, 2006) illustrates how change can go wrong when it isn’t analyzed for its costs vs. benefits, well-planned – beginning to end, or even needed to begin with. In this case analysis, the CEO decides that the company needs to implement a new MIS program to assist with increased productivity, long-term planning, and decision making. Although he has good intentions, he dives right into the project and even creates a new management position for...
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...Organizational Behaviour Organizational Behaviour - Change Organizational Behaviour – Change Introduction Change affects us all in different ways. The reality today is that managing change and coping with change is a never-ending process that can be complex and stressful. Constant change is commonplace in the modern workplace. Specific factors driving 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. ...
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...ORGANIZATIONAL CHANGE 1 Diagnosing ACS Organizational Change ACS Organizational Change | DeVry University Keller Graduate School of ManagementManaging Organizational Change (HRM) 587 | Shunita Rhodes | 5/28/2016 | Abstract I will provide an overview of the Six-Box organizational model and how ACS used this diagnostic tool to develop a framework to understand their purpose, company operations, and future presence. Also, included is a SWOT analysis of ACS change management plans/programs. Diagnosing ACS Organizational Change 2 Table of Contents Diagnostic Model ……..…………………………………………………………………..…3-4 SWOT……………………………………………………………………………………..……4 Resistances of Change …………………………………………………………………...…..5-6 Recommendations……………………………………………………………………………...6 References…………………………………………………………………………….………..7 Diagnosing ACS Organizational Change 3 Star Organizational Model American College of Surgeons (ACS) wanted to evaluate their organizational performance. The evaluation became an important part of putting together a strategic vision for the future of the organization. ACS wanted to ensure they would continue to be a valuable resource to the healthcare field for an additional 100 years to come. “CHANGE” was the only way to be certain this would happen but in order to change ACS would have to diagnose the changes that would needed. A new values model was the change ACS started to implement company wide. The values would change the way they...
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...Introduction Who Moved My Cheese is a well-articulated business fable about how to deal with change in organizations, personal life, and in various situations involving changing paradigms. There are four characters identified in the fable and are described in the below figure. It’s important to note that both Sniff and Scurry are mice in the story and Hem and Haw represent two little people. This paper is being written with the objective of identifying the character in the fable which is least like me (or who least represents my views of change) and discuss his point of view. The character that I will select for this brief analysis is Hem. Application Analysis Hem’s character in the fable describes a typical person in an organization that has gotten comfortable. As the story points out, cheese represents that something or idea of something that we all search for that brings a level of satisfaction, completeness, or joy to us. Both Hem and Haw race through this maze, which represents where we go to look to find our own cheese, and finds cheese at Cheese Station C. After some time, there is a noticeable shrinking of supplies and Sniff and Scurry sees the change and anticipates it and adapts to it fairly quickly. Hem and Haw don’t and both spend considerable time wondering where the cheese went and how to bring it back. In some instances they were both determined to wait for its return. After some time, Haw decides that waiting is not the answer. Someone moved...
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...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 from: * The VLE Student Pack * Tutor Notes * Classic Interiors case study 4.0 Findings 4.1 PESTEL Model PESTEL analysis is a tool used by companies to identify and analyse any change in the strategic or business environment...
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...Smartphones are gaining popularity as an effective communication tool, 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...
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...Gap Analysis: Intersect Investments Intersect Investments has barely been able to survive the roller coaster like financial industry. Intersect Investments is struggling to keep their clients and employees trust. Chief Executive Officer (CEO) Frank Jeffers has been with the company over 25 years and has resisted organization changes in recent history. Frank Jeffers has realized that the company is hardly surviving and needs to find ways to take the company in a new direction. Franks vision to implement the customer intimacy model and a new set of products has met some resistance by some senior management and employees alike. To overcome the resistance, Frank has hired a new Vice President of Marketing and Sales with experience in using the customer intimacy model. Once the internal stakeholder’s issues are resolved, Intersect Investments should be on their way to accomplishing the organization goals outlined in the strategic plan. Situation Analysis Issue and Opportunity Identification Intersect Investments has been fortunate to survive through times of uncertainty. In order to continue this progression, a more personal relationship between client and investor needs to be established. The aggressive one year transformation plan has been implemented and it is now necessary for the staff of Intersect Investments to adapt. However, with this change comes resistance. Intersect Investments is observing resistance from the directors. The directors are avoiding the new plan and...
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