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Organizational Change

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This term paper aims at outlining the relationship between emotions, resistance, and irrational ideas to change, showing evidence of how irrational ideas are positively correlated with behavioral intentions to resist change. It also outlines the intervening strategy to guide management in developing a method of approaching resistance within a given organization when implementing a change.

Currently, we are living in a complex world where this organizational change is a very crucial and delicate concept to comprehend. According to Benn et al,(2014) organizational is said to be both the process whereby a given organization changes its structure, strategies, operation methods, technologies, or adoption of any culture to impact a change within and the effects of these organizations. Organizational change turns about to be a fundamental strategy for ensuring that any given public organization or company relevancy remains in the changing environment where it exists.
According to Benn et al,(2014) Any given organization that can manage revolution or change is likely to maintain its productivity and relevance as time goes by. Any organization that is unable to adopt changes will definitely become more increasingly dysfunctional, lowered productivity, and lost its reputation than necessary when trying to change. When an organization is trying to shift its process if thinking from the already established to adopting new ways of thinking it has to undergo the following main can experience these forms of change: Development change that is a general adjustment, adjustment, and refinement of what already exists within the organization.

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Transitional change entails a transition from old to a new state with activities oriented towards creating validated, new and shifting off the old leading itself to a well-planned project approach (Cameron, 2015).

Transformational change-these implies a fundamental change in the strategy, identity, worldview, mind set culture, and the governing rules. Thes, then change who we are and what we do hence then being termed as a continuous or disruptive transformation and change. This is the toughest change to attain as it demands the staff to change aspects of who they are; it requires the pioneers to alter their identity, worldview and mindset.
Literature review
According to Cameron 2015 within the world of business resistance to change is a pressing factor experienced by the business executive where the employees are resistance to any change initiated within the company. Some of these resistances are slowdown strikes, reduction in output, sullen hostility and again the expression of a lot of pseudo-logical reasons as to why the so initiated change won’t work (Cameron 2015).
A good case study of how to effectively manage employees fear and resistance to change is an incident in Canada, where an employer laid off 1000 employees across. Initially, the employees were required to participate in an audio conference with the Canadian leadership team. As well, all the employees received an email to repeat and reinforce the same messages given by them on note form on what to tell their customers. Few days later the layoff they participated in another conference call with senior leadership team. Employees were informed to expect going forward. The senior leaders expressed their empathy and encouraged employees to raise their questions and talk about their fears during the question and answer period. The employees felt confident that the best decision had been made. This mode of communication retained and builds the trust and confidence of the employees while managing resistance to organizational change despite the bad news. Upon the organization, the executive is experiencing resistance to change they tend to explain it as people resistance to change and fails to look further. Progression of change in the industry is always expected to continue; this phenomenon particularly applies to all important little changes that constantly take place.
None of these organizations makes the headlines, but their combinations totally account for much the increase in productivity. They are spectacular once in a lifetime technological advancements involving obsolescence of the traditional skills but with all this they are vital to the progression of any business. After such experience of tough resistance to change within the organization, therefore, it should not follow that the business is forever saddled with the onerous job of forcefully enacting the change down the throats of resistant people.
The interview is one of the methodologies we employed to discover the reason organizations experiences resistance to change. On interviewing one of the leading executive officials in one of the best organization he had to say that once people hear the aspect of change within their workplace there is that expected reaction of anxiety, unwillingness to work and fear mixed with some curiosity. With his speech, he noted that change within any organization is not something that should not at all be taken lightly by the executive or the people involved. He singled out that it is easy to spot reluctance in forms of direct or indirect challenges, lack of acknowledgment or action or ignorance. In providing solutions to combating resistance, one has to understand where the resistance is coming from and why. He outlined that the changes can be resisted when the fellow workers don’t like change, discomfort with uncertainty, perceived negative effects of interest and attachment to the organizational culture and also the lack of clarity in what the manager could be saying.
In ascertaining our academic content we had to attend a performing organization and observe the protocol of running the business for a bout week, we had to visit one of the marketing organization owned by great investor Henry Villard came to a final thought of forcing Thomas Edison to step down for his adversity and conflict to change notion despite of him being an innovator, an entrepreneur, and a businessman.
From the methodologies, we used to collect data we came to see that resistance to change mainly occurs due to the following: Fears, different assessments, misunderstanding and luck of trust, wrong methods of communicating, inertia and low tolerance for change.
Organizational change makes individuals experience an involuntary reaction to that process, not only people do people experience changes in different, but they also differ in their prowess and willingness to adapt the newly initiated changes. With the management, it usually focuses on the technical elements of change with that tendency to neglect the equally important elements that are very important human element implementation of change. Therefore, to successfully lead an organization through co-changes, it’s important for the management to balance both human and the organization needs.
This is structured the world multifaceted with organizations of business and its expected that resistance to change has to be pressing factor to be experienced by the business executive where the employees will be resistance to any change initiated within the organization. Therefore, any given organization that can manage revolution or change will likely be able to maintain its productivity and relevance as time goes by, any organization that will be unable to adopt changes will become more increasingly dysfunctional , lowered productivity and loss its reputation.

Benn, S., Dunphy, D., & Griffiths, A. (2014). Organizational change for corporate sustainability. Routledge.
Cameron, E., & Green, M. (2015). Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers.
Bordia, P., & DiFonzo, N. (2013). 10 Rumors during organizational change: a motivational analysis. The Psychology of Organizational Change: Viewing Change from the Employee’s Perspective, 232.
Shin, J., Taylor, M. S., & Seo, M. G. (2012). Resources for change: The relationships of organizational inducements and psychological resilience to employees’ attitudes and behaviors toward organizational change. Academy of Management Journal, 55(3), 727-748.

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