Managing Resistance to Organizational Change

Organizational Theory and Resistance to Change In this hospital case, the new manager came with rules that he hoped would change the way things were done. He came with a mindset that through strict administration, he would manage to keep the employees focused. His coming in was to replace a retired predecessor who had served there for thirty years. With such many years, the new manager thought the slackening performance at the rural hospital was due to the predecessor's inability to control the staff.

This situation has cast his actions into doubt what he had in mind. The scenario shows the weaknesses of intolerant leadership. Change theory The new manager sought to apply change theory to address the issues that he thought were negatively affecting the hospital. Under the change theory, he thought that by having an overhaul of the whole system, he would bring positive progress. It backfired on him. In his new rules, he instituted that there ought to be a strict adherence to work schedules that were devoid of interruptions.

His approach was that of zero tolerance to personal issues that might disrupt work. He, however, failed to realize that individuals have their problems to handle which must be addressed to meet the work requirements. In the same vein, it is clear that whenever issues of mutual benefit happen to coincide; both parties are willing to deliver (Jones, 2010). In this case, the manager was pressing his demands that did not for once appeal to the employees. In such a situation, it is not possible to deliver freely.

Organizational Design Theory The design of the business model ought to reflect on the needs of the clients and the objectives of the management. In this design, the management at the hospital chose to remodel the business to mirror the needs and satisfy clients at the expense of anyone else. It backfired due to lack of support to the new manager. A new manager needs to have time to learn the modes of operation in a company before introducing new rules.

Where possible, it is important to have each of the parties play a role in determining the middle ground on which to operate. What was required of the new manager was to input some effort that would help him get in touch with the employees (Rogers, 2012). Where possible, there has to be a direct link between what the manager wants and what the employees are willing to do.

Where possible, it is important to have the company operate under normal operations until the manager can be in agreement with the rest of the staff. This will happen after a considerably long time. Leadership Theory There are many leadership lessons that can be drown from notable people and applied in the present day problems. Shackleton leadership theory is one of the notable examples to use in difficult situations. Shackleton was able to guide crew members in a ship when it faces storms in one of the ancient stories.

He demonstrated that it is important to remain focused on the right cause at all times and daring to risk all that it takes to gain what is desirable. The hospital crisis in this case requires the adoption of Shackleton style of leadership to get things done. The new manager should set his goals clear, stay focused, and be ready to pay the final price for it (Browning, 2007).

Application of Organizational Theory In organizational theory, there has to be a direct connection between the individual efforts of employees and that of the manager. Both must share an opportunity to handle challenges that come their way (Jones, 2010). The manager, in this case, was supposed to allow the employees to open up and show what they ought to do for the benefit of the hospital. At initial stages, the manager should have conducted a fact-finding mission to determine the challenges that faced the hospital. With such.