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¶ … Organizations
Why are people resistant to change? What psychological factors can inhibit change, particularly technological change? Technology is supposed to (and often does) make human being's lives easier, yet switching to a new operating system, even an obviously more efficient one, frequently brings profound resistance on the part of employees. One possible answer is that change resistance is hard-wired into the psyche of many human beings and regardless of how necessary and logical the change may be, there will be inevitable unconscious resistance. This resistance can manifest itself in anger at management for instituting the changes, unproductive complaining and claiming to 'not understand' the change.
Change resistance can also occur for more practical reasons, namely that people may feel that their positions within the organization will be threatened if the change is instituted. They may fear that their jobs will be outsourced or subsumed by new technology, or that expanding the company will dilute their power. If the change is technological in nature, people may fear the employees who have more experience in the new system may gain predominance. Or, if the change involves a merger, people may resist having to accept strangers into their workplace. Personality conflicts can also fuel resistance, if the change agent is not well-liked. And workers who have seniority may resist taking...
But in their eagerness to institute the new change, change agents cannot be so unresponsive to criticism and input that they become 'part of the problem' and equally resistant to the necessary 'tweaks' and changes that are required to make the new system better, and to monitor its effectiveness over time. Monitoring effectiveness is also part of the change process.
Q2. Grand Union
When instituting a major change, an organization such as Grand Union faces two potential options. On one hand, it can hire new workers that satisfy its new standards, and try to make new employees fit the new organizational model. Or, it can simply retrain and reorient current workers to perform at a higher standard. The first option seems preferable, if at all possible. High rates of turnover can reduce morale, and regardless of the quality of new employees, if the organization gains a reputation for not rewarding employee loyalty, its long-term viability in terms of recruiting top-quality employees could be damaged.
Many organizations,…
Organizational Behavior Case Study ORGANIZATIONAL BEHAVIOUR Residential care facility's staff plays an important role in the daily lives of residents; unfortunately these facilities are usually faced with organizational obstacles and lack of information that prevents them from taking proper care of residents (Smith, 1998). This organizational behavioral case study is about a residential care facility which is part of a parent company that runs six different residential care facilities. The management of
Change Management in Public Organizations Change management involves an organization moving through adjustments to bring it into a different point in its development (Anderson & Anderson, 2001). Companies are almost always changing and growing, but when change management is involved these changes are calculated and they take place in a planned way. The goal is to move the company forward so that it can continue to grow and develop with the
Organizational Change The Burke-Litwin Model contains twelve organizational variables. Each of these variables is interconnected, so that changes in one variable will affect the others. Also built into the model is the idea that change can occur as the result of a concerted effort to change multiple variables. Ideally, an organizational change program will be strongest when all of the different variables are aligned in the direction of the desired change.
Exploring the complex web of meaning and interpretation attached to concepts like nostalgia would illuminate aspects of resistance in ways that current rationality-based theories do not. Greater attention to affect, identity, symbolism, aesthetics, and related subjects would provide a useful balance to change and innovation research. It is important to acknowledge the many sides of human beings and consider how they may figure in starting, sustaining, and resisting change. We
Change Management After recession, many employers expected their employees to inject more hours into work than they did before the recession. This trend is expected to continue in the near future because employers believe that working extra hours increase productivity. This can however, be dangerous in the long run because it affects employee well being and retention (Lepore, 2011). Organizations that pressurize their employees to work extra hours to increase productivity
If the need for change is accepted, rationally, then emotionally, then gradually workers will become more willing and open to learn, and to incorporate the change into the organization's standard operating procedures. Individuals are more apt to accept change if, for example, they are convinced that it will improve patient care in the long run, than if the directive is merely dispensed as required because 'management says so.' The critical