Change doesn’t have any starting and ending points. Change is always evolutionary and revolutionary. Each and everyone is interested in managing change. Many people, organisations think that there will be no need of any change in the present system, and they also think that, if change is required they can act according to that current situation. But many authors say that, to bring change in the organisation, lots of planning is required, lots of strategies are to be formulated, and they are to be checked against the present and past scenarios, so that they create value to the organisation and the customers when implemented.
The last common reason that included in source of organizational resistance to change is threat to established resource allocation. Most of people especially people who are work within organization that control organization’s resource in huge amount, they seen change as biggest threaten. It is because they assume that change will give them bad impact in their work place whether the change will decrease the budget or eliminate their
2008, 52-53) various reasons affect and generate resistance to change. Most commonly em-ployees resist redesign of the organization, because this affects existing structures of power, influence and in extreme cases raises worry about employment security. Fear of change may also be generated by technological challenges. Patton argues that technology and innovation have a great power to disrupt, since the introducers of new technologies have a better understanding of them than the end-users. Change may al-so confront feelings of comfort or apathy in employees.
.1 Introduction; Change plays an undeniable role in any organization. Most of the people to don’t approve of this change because it may change their daily routine. Employees fine it difficult to cope up with them. It should be taken care of by the management system to pass on the change through appropriate means of communication channel, and avoid any form of distortion. The employees should be well aware of the pros and cons of a particular change, by helping the employee to understand the benefits of the change using positive reinforcement techniques.
Resistance to change refers to the act of opposing with transformations that alter the status quo in the workplace,(Pathak, 2010).If senior management does not accept and try to understand to how to work with resistance, it can degrade even the most well intentioned change efforts. Richard Harperet al, 2000 states that any management’s ability to achieve maximum benefits from change depends largely on how efficiently they maintain an environment that reduces resistant behavior and encourages change support. There are various types of employee resistance that senior management of
Diverse judgement to the change – Some people will not realise that is a change is required or believe the changes should be carried out differently. The first step to take to decrease the intent to resist the change plan is to depersonalise the issue. “Depersonalising the problem decreases the emotional reactivity to the situation, which allows for, and even encourages change. Once the emotional reactivity has dissipated, the firm and employees are able to move into the change mode.” (Balestracci, 2003, p. 42) Kotter and Schlesinger suggest that the six main resistances to change approaches are the following: 1. Education and Communication – communicate with the employees prior to the change and inform them on the change process and why is essential, this will prevent misleading information to get to different people.
Piderit (2000) also said that it is rare for employees to resist change without noting the consequences of their action. In agreeing with Hultman (1995) the restructuring and downsizing processes at the Neninah Airlines was faced with resistance. Some of the resistance was active in the sense that some employees became very critical while others tend to sabotage the whole process. Some other employees showed passive resistance by outwardly showing support for the change but inwardly were not implementing the change. In support with the views of Palmer et al.
5) defined change as ‘to make or become different’; in business this term relates to the developments which are been undertaken by an organisation. Organisational change can consist of changes with product/services, structure, personnel or even equipment. Today, change is imperative despite everything if organisations want to endure in today’s marketplace, it is important for organisations to have the ability and capability to change; whilst many see change as an opportunity whilst others see change as a threat and resistance may begin to form. This is why it is imperative for organisations to plan and implement the change as best as possible and good management is essential. Megginson (1963, p. 4) quoted that according to Darwin’s Origin of Species, “it is not the most intellectual of the species that survives; it is not the strongest that survives; but the species that survives is the one that is able best to adapt and adjust to the changing environment in which it finds itself”.
Organizational change can be managed consciously and intentionally by the managers. Organizational change can create an impact on all phases of the procedures and working of the business. For a discussion of change in relation to the complexities of organizational life, (2002) It is the responsibility of the management to implement a change to the organization. But no matter