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The Negative Impact Of Organizational Change Over Employees

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Organizational Change
1. What is Organizational Change?
It is a process which enables an organization to alter its structure, business strategies, operational techniques, technologies or even the culture within it to cope up with the ever-changing business trends. This transformation can either be limited to just one department of that firm or the whole organization, whichever approach is suitable towards the achievement of objective.
2. General Concept of Organizational Change
In order to understand the process of organizational change, fist we need to understand various factors and scenarios that make organizational change an essential tactic to be adopted in order to maintain a competitive edge against the rival firms.
2.1. Factors Driving …show more content…

Change initiatives should be realistic and practical otherwise they tend to fail in the long run. It is initially better to start implementing changes to small projects, like enhancing the quality of response time in customer service centres, and after successful application continues with the complex alterations. Top management should make arrangement for face-to-face communication with all the employees or in small groups to clear ambiguities and exchange ideas to make them feel involved in the whole process.
2.5. Negative Impact of Organizational Change over Employees
An organization may need to bring changes to its structure or business model due to financial, operational or strategic reasons. Despite the nature of reason, the employees mostly face difficulties in adapting to implemented changes which may result in creating chaos at the lower level. It is always beneficial to assess the reaction of employees to the proposed changes in advance to reduce the risk of unnecessary stress to the workers as well as mitigate the probability of failure to the organization.
2.5.1. Mental …show more content…

If employees from all levels are not involved in the planning process then they lose trust over leadership which may lead to strategic failure of an organization.
 Executive leadership fail to realize that different employees will react differently to change.
 Management usually ignore the emotional element in the transformation and treat it as an event, rather than a physical, mental and sensitive process.
 Mangers hesitate to communicate changes openly and honestly to workers hence growing the trust-gap between them.
 Management do not opt to properly communicate the rationale for change to employees.
 Executive leaders attempt to manage transformation through similar strategies used to bring incremental change. But both are different by nature and require dissimilar tactics for successful implementation.
 Managers forget to create a balanced employee-employer relationship through ignoring that employee and organizations both achieve success only through shared mutual interests.
 Management believes that change-communication flows from corporate headquarters to employees.
 Managers usually express their lack of trust over human resource potential which if employed properly, is the greatest asset to a

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