The study suggests that the change process is different for every organization. People view and accept change differently. For change to succeed, the culture of the organization and target market (employees) must be researched. The study suggests that a failure to communicate effectively with employees a concerning change leads to resistance to change. Wright, W. J.
HOW DO LEADER HANDLE RESISTANCE TO CHANGE SIGNIFICANCE OF THE CONCEPT Resisting change are part of change management process, resistance to change occurs in all organizations and at all levels. It is quite common for employee to resist a change process, most often resistance to change are due to ignorance on the effect of the planned change, lack of trust, fear of losing one’s job, fear of personal failure, perception that change is not possible or necessary, resistance is actually a healthy process as it helps the leader to revalidate the planned change and reinforce his or her strategies. Resistance to change can take different pattern or styles like employee’s reduction of production output increase in the number of staff resigning from their duties, request
It is observed that when if the expected resistance to change is properly planned by the organizations will allow the companies’ management to manage various objections effectively. Reasons for Resistance to change management The understanding of most common reason of employees how object to change implementation in companies is very important is order to deal and tackle with the resistance to changes. Moreover, it also gives an opportunity to the companies’ management to plan change strategy in an effective and efficient ways. Misunderstanding about the need of change The first reason that plays its role in resisting change implementation is that in most cases, the employees of the organizations do not understand the reasons for implementation of change. They need to know why the change management is being implemented or why the management of companies needs to implement changes.
However according to Lawrence (1979) resistance unlike many believe, could be a signal that something is wrong; and not a phenomenon that is feared of been overcome. Likewise Graetz el al .also sees resistance as positive by saying “Recent literature has emphasized the potentially positive or at least benign nature of resistance. Resistance to change can serve positive purposes such as forcing change initiators to reconsider hasty plans or marshalling employees support for a new vision. Val and Fuentes (2003) highlight that resistance is equivalent to inertia, in that it aims to kept the status quo and is therefore not generally a negative notion since change itself may not be inherently beneficial for the organisation” (Graetz, et al., 2006, p. 280). Similarly, Pryor, et al.
Comparing to other models of change, this model has been choosing in this dissertation as it provides a vigorous, theoretical sight of the change. It is also, one of the simplest models and easy to implement (Barr and Dowding 2008). It is important to highlight on that Lewin’s model is usually focuses on driving forces and resistance forces. The driving force is when the change agent attempts to initiate the change while resistance force is when the individual refused to follow to change (Kritsonis 2005). In this case, the driving force will potentially have to deal with resistance from those who do not want or like change.
Resistance to Change Introduction I would like to believe that everyone is inclined to resist change and we all have varying degrees of resistance. Individual change resistance is the refusal of a social agent (a single person, organization, corporation, etc.) to fully support or adopt a new behavior. In this case, the Resistance To Change (RTC) measurement tool was used to measure the personal level of resistance to change based on four measurement criteria listed herein. Change is not only a constant companion; it is also an uncomfortable, even threatening, prospect to many people (Nguyen, 2010).
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.
The first process starts with unfreezing, which is an extreme important first hurdle in the change process. Unfreezing which encouraging peoples to throw out old behaviours by reorganize the steadiness state that maintains the status quo. Change management books has long advocated that certain peoples have personalities that make them more resistant to change. By the way, latest research shows that only minority of a study’s people displayed flexibility in their reactions to three kinds of different change which are technological, structural and office relocation. Most of the respondents reacted differently to these differing kinds of change, suggesting that reactions to change might be more situational driven than was previously thought.
However, it is vital to identify the forces that control organizational change. According to Mullins (2010), there are various factors that trigger change in an organization including unpredictable economics, legislation changes, political interests, levels of government involvement, and resource scarcity. All this factors affect the operations at HKBA. Research has positioned organizational leadership at the centre of change management. According to Armstrong (2009), through effective leadership, members of an organization can be inspired to achieve the desired results.