Click here to sign up. Download Free PDF. Milica Jakovljevic. A short summary of this paper. Download Download PDF. Translate PDF. Management Sci. Changes only make the world great in competing with the technology. World is moving towards competitive, so every one wants to accept the changes and must adopt himself to the changes.
It is applicable to organization also. These organizational changes are necessary to compete in the world market, because jobs have become increasingly assorted, multifarious, multifaceted and more technological. At the time of changing process, some people use to resist that. Because they are adopted and addicted to old things. Suddenly they cannot accept the changes, the result is resistance. At that time the organization wants to take necessary steps to overcome the resistance.
Only then the organization can achieve success and attain fruitful changing process. Keywords: Organizational change, resistance to change, forces for change. Introduction diverse jobs and relating them to organizational goals, precise and rigid definitions of roles with little flexibility, Organizational Change: An organization must develop Considerable centralization of decision-making and vertical adaptability to change otherwise it will either be left behind communication, Acceptance of existing status designations, or be swept away by the forces of change.
There are many and Close ties with the company and its values rather than forces which are acting on the organization which make with outside reference groups such as professional body.
These forces include technology, market forces and general socio- Objectives of the Study: The objective is to study the economic environments. It performance of employees for self development. Limitations of the Study: Time, sample size and research area were the major limitations of this study.
Forces of Change: Organizations depend on and must interact with their external environment in order to survive Review of Literature: Wayne H. Bovey, Andrew Hede1 has and grow. But within Lewin's framework, the forces tend to be external to the change, holding situations in states of dynamic equilibrium.
His solution was to advocate that successful change rests in "unfreezing" an established equilibrium by enhancing the forces driving change, or by reducing or removing resisting forces, and then "refreezing" in a new equilibrium state p.
French entitled, "Overcoming Resistance to Change. This study focused on the main questions 1 Why do people resist change so strongly?
His primary advice for practicing managers is to know what the resistance means so that they may reduce it by working on the causes rather than the symptoms" p. Zander, who was a close colleague of Kurt Lewin and leaned heavily on his work, offered six primary reasons for resistance to surface. If the nature of the change is not made clear to the people who are going to be influenced by the change. If the change is open to a wide variety of interpretations.
If those influenced feel strong forces deterring them from changing. If the change is made on personal grounds. The Nature and Causes of Resistance Symptoms are the specific behaviors individuals exhibit when they are resistant to change. According to Hultman , it is important to distinguish between the symptoms of resistance to change, and the causes behind it. These behaviors fall into two categories -- active-resistance or passive-resistance.
Symptoms of active- resistance include finding fault, ridiculing, appealing to fear, and manipulating. Passive-resistance symptoms include agreeing verbally but not following through, feigning ignorance and withholding information.
Hultman adds, "there is always the danger of identifying a symptom of resistance when you are really looking for its cause. To diagnose the causes, we must understand a person's state of mind. The most important factors that go into a person's state of mind are his or her facts, beliefs, feeling, and values" p.
The list of reasons why individuals might be resistance to organizational change has grown since Zander's initial six published in It is safe to assume that any attempts to cover all of them would produce volumes of literature. However, there are several that are quite common and prevalent, which help provide a solid basis to understanding the concept.
Employees resist change because they have to learn something new. In many case there is not a disagreement with the benefits of the new process, but rather a fear of the unknown future and about their ability to adapt to it. We are all suspicious about the unfamiliar; we are naturally concerned about how we will get from the old to the new, especially if it involves learning something new and risking failure" p.
Low tolerance for change is defined as the fear that one will not be able to develop new skills and behaviors that are required in a new work setting. An employee may understand that a change is needed, but may be emotionally unable to make the transition and resist for reasons they may not consciously understand. Specifically they focuses on resentment-based resistance -reactions by disgruntled employees regarding the perceived unfairness of the change.
They claim that "resent-based resistance behaviors, which can range from subtle acts of noncooperation to industrial sabotage, are often seen by the perpetrators as subjectively justifiable - a way to "get even" for perceived mistreatment and a way for employees to exercise their power to restore perceived injustice" p. Paul Strebel , professor and director of the Change Program for international managers at the International Institute for Management Development IMD , attributes resistance as a violation of "personal compacts" management has with their employees.
Personal compacts are the essence of the relationship between employees and organizations defined by reciprocal obligations and mutual commitments that are both stated and implied. Any change initiatives proposed by the organization would alter their current terms. Personal compacts are comprised of formal, psychological, and social dimensions.
The formal dimension is the most familiar. It is the aspect of the relationship that addresses the basic tasks and performance requirements of the job, and is defined by job descriptions, employee contracts, and performance agreements. Management, in return, agrees to supply the employee the resources needed to perform their job. The psychological dimension address aspects of the employment relationship that incorporate the elements of mutual trust, loyalty and commitment.
The social dimension of the personal compact deals with organizational culture, which encompasses, mission statement, values, ethics and business practices. Strebel points out that when these personal compacts are disrupted it upsets the balance, and increases the likelihood of resistance.
He suggests that management view how change looks from the employees perspective, and to examine the terms of the personal compacts currently in place.
The change is not challenged, but rather is it resisted, or not implemented at all because the employee faces additional issue or concerns related to the change.
When an employee's hidden competing commitment is uncovered, "behavior that seems irrational and ineffective suddenly becomes stunningly sensible and masterful - but unfortunately, on behalf of a goal that conflicts with what you and even the employee are trying to achieve" p. Competing commitments should not be viewed as a weakness, but as a version of self- protection. If these competing commitments are a form of self-protection, then what are employees protecting themselves from? Many rarely realize they hold big assumptions because they are woven into the very fabric of people's existence, and thus they accept them as reality.
Competing commitments arise from these assumptions, driving behaviors unwittingly designed to keep the picture intact" p. Positive Resistance Managers often perceive resistance negatively, and employees who resist are viewed as disobedient and obstacles the organization must overcome in order to achieve the new goals.
However in certain instances, employee resistance may play a positive and useful role in organizational change. Insightful and well-intended debate, criticism, or disagreement do not necessarily equate to negative resistance, but rather may be intended to produce better understanding as well as additional options and solutions.
Piderit points out that what some managers may perceive as disrespectful or unfounded resistance to change might be motivated by an individual's ethical principles or by their desire to protect what they feel is the best interests of the organization. Employee resistance may force management to rethink or reevaluate a proposed change initiative.
See, What is Productivity? It also can act as a as a gateway or filter, which can help organizations select from all possible changes the one that is most appropriate to the current situation. Ajzen M. Fishbein ArticleTitle Attitude-behavior relations: A theoretical analysis and review of empirical research Psychological Bulletin 84 — Occurrence Handle Article Google Scholar. Aktouf ArticleTitle Management and theories of organizations in the s: Toward a critical radical humanism?
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