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The role of the manager
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In the course of considering and implementing change, the need frequently arises for effective application of the approaches and tools for managing resistance to change (Palmer, Dunford, & Akin, 2009). Change often fails from ineffective management of the internal and external forces of resistance opposing change (Kotter & Schlesinger, 2008; Oreg, 2003; Palmer et al., 2009). In response, this paper discusses the approaches (tools) deemed most essential for managing resistance to change relative to the scope of the situational contexts in which they might be applied. The discussion centers on considerations for the multidimensional conceptualizations of resistance that are often ignored in evaluating alternatives for taking action. Multidimensional Conceptualizations of Resistance Strategies for reducing the negative effects of resistance to change most often fail from an incomplete understanding of the multidimensional nature and scope of resistance (Kotter & Schlesinger, 2008). A more complete understanding of these multidimensional characteristics evolves from considering the meaning of the term. Davidson defines resistance as “. . . anything that workers do which managers do not want them to do, and that workers do not do that managers wish them to do” (Piderit, 2000, p. 785). Thus, in a fundamental sense, the task of resolving problems of resistance to change essentially crystallizes into one of controlling or motivating the dispositional behaviors of employees to facilitate successful outcomes (Gagné & Deci, 2005; Kotter & Schlesinger, 2008). Similarly, Palmer et al., (2009) conceptually define the task of change leadership as one of controlling or shaping behaviors in response to change. However, the dispositional r... ... middle of paper ... ...ew York: McGraw-Hill/Irwin. Piderit, S. (2000). Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes toward an organizational change. Academy of Management Review, 25(4), 783-794. Retrieved from Business Source Elite database. Porter, M. (1996). What is strategy? Harvard Business Review. Retrieved from http://hbr.harvardbusiness.org/1996/11/what-is-strategy/ar/1 Schuller, R.H. (n.d.). BrainyQuote.com. Retrieved January 19, 2012, from BrainyQuote.com Web site: http://www.brainyquote.com/quotes/quotes/r/roberthsc120883.html Spector, B. (2010). Implementing organizational change: Theory and practice (2nd ed.). Boston: Prentiss Hall. Weber, E. (1986). Systems to think with: A response to "A Vision for Decision Support Systems". Journal of Management Information Systems, 2(4), 85-97. Retrieved from Business Source Premier database.
Mariana, P., Daniela, B., & Nadina, R. (2013). Forces that enhance or reduce employee resistance to change. Annals of The University Of Oradea, Economic Science Series, 22(1), 1606-1612.
Change affects more than just a program or a process within an organization, change affects employees, collecting data on employee’s readiness and willingness to accept a change will help leaders know if the organization is socially ready for change (Cole, Harris, and Bernerth, 2006). A change might be positive for an organization but if the employees who will be affect by the change are lost in the process then it could create a greater issue than not making the change. Leadership needs to communicate and inspire the employees to be positive toward the change, seeking to enhance their job satisfaction not make changes that will increase their desire to leave. This data is best collected early in the change initiative allowing leadership to properly cast the vision while addressing concerns. This requires leadership to create platforms for employees to engage in the change initiative freely (Ford, 2006). Employee attitudes can be measured through these dialogues providing leadership with necessary measureable data (Hughes, 2007).
Palmer, I., Dunford, R., & Akin, G. (2009). Managing Organizational Change: A Multiple Perspectives Approach (2nd ed.). New York, N.Y, USA: McGraw-Hill/Irwin.
As a person one might find that we follow a specific routine on the day to day basis. Sudden changes to these routines feels weird and out of place. In William Faulkner’s “A Rose For Emily” based in a fictional town called Jefferson taking place during the twentieth century. The time period is indeed an important factor because southern tradition was above all of the highest importance. This short story gives the audience details of life during that time in which they followed the values of southern tradition and the importance to never stray away from those traditions. The context of the story is laced with subliminal messages of humanities resistance to change.
Kegan, R. & L. Laskow Lahey. (2009). Immunity to Change: How to overcome it and unlock potential in yourself and your organization. Boston, MA: Harvard Business Press.
Kegan, R., & Laskow Lahey, L. (2009). Immunity to change. How to overcome it and unlock the potential in yourself and your organization. Boston: Harvard Business Press.
Change is the only constant in life. And therefore it should be understood as part of a continuing work in progress that calls for a much broader canvas that seeks out competing voices, and works with the resulting ambiguities, contradictions and tensions of messy reality (Graetz, F. & Smith, A., 2010). In this submission I try to show that organizational change is majorly based on the environment surrounding it much more than the desire of the members or change agents working in that organization. This view diverts from that of Lippitt, (1958) who suggests that implementing planned organizational changes successfully depends on premeditated interventions intended to modify the functioning of an organization. It also diverts from the traditional approaches to organizational change that generally follow a linear, rational model in which the focus is on controllability under the stewardship of a strong leader or ‘guiding coalition (Collis, 1998). In this discussion therefore, comparison made between the different philosophies of change and I try to show that successful change implantation largely depends on an organizations appreciation of what goes on around it rather than what they have planned as a strategic direction.
There are times when a person must go against what is common or what others want them to do. I would define this a form resistance. To me resistance is going against what is common, or standing up to someone or some thing that you normally would not. This is a common occurrence in the workplace. Resistance in the workplace is nessicary at times to prevent getting stepped on while climbing the corporate latter. Granted there are also times when the best thing to do is sit back and let things happen. There are however times when an employee must make some noise to be heard and noticed. When someone sees oneself about to be passed up for a promotion that they are entitled to, he or she must do something. Another time some form of resistance should be shown would be in the case of a supervisor or manager on a "power-trip". A person should not just let a manager create work or assign jobs that do nothing more than waste valuable manpower because it makes them feel important. My last example of resistance in the workplace is competition between departments that hinders the progress of the other department. Ideally none of this would happen but in today's society ware everyone is out for himself or herself sometimes someone has to shake things up a bit.
Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.
Prevention of resistance is most effective when implementing change. Preventing the weight of inertia in a workplace allows the change to happen in a timely manner with minimal problems. As Lee (2004) emphasizes, leaders have the ability to effect change and performance. If someone is accountable for outcomes and poor habits, outcomes will improve. The manager must show a caring attitude over the process of change and welcome any positive innovation. This caring attitude will become contagious to the employees working under him and become a priority to them as well. Approaching the change in an accepting, open-minded manner can decrease the vulnerability and frustration associated with change. How the change is presented can make the biggest difference in the outcome of the change. The manager must show that blaming will be avoided at all costs. One will only ask why, not who, to avoid the feeling of belittlement. This can allow employees to become comfortable with voicing their opinions and mistakes, which can allow an even greater range of improvement. The manager must also encourage...
DSS facilitate enhanced interpersonal communication among those responsible for decision making. Communication-Driven Decision Support Systems and Group Decision Support Systems lead in more lubricated communication process and sharing of information. Moreover, Model-Based Decision Support systems offer a platform for sharing certain facts and suppositions regarding the decision making process. At Amazon.com Data-driven Decision make certain information about the company available to managers to make it easy for them to make decisions that ens...
Managing resistance starts with dialogue that engages and reveals the underlying reasons for resistance (A. Gilley, J. Gilley, & Godek, & 2009). Resistance to change is a complex issue and managers and leaders need to take the time to understand why and where the resistance is coming from if they have any chance of being successful. There are numerous reasons why an employee might be resisting the change and there are lots of approaches to address resistance, but without understanding why there is resistance, leaders are unprepared to deal with the issue. Therefore, leaders need to make the time to involve employees in the process, understand and respect their concerns, and work towards clear and focused goals.
Middlebrook, B., Caruth, D., & Frank, R. (1984, Summer 85). Overcoming Resistance to Change. Management Journal, 50(3), pp. 23.
Individuals go through a reaction process when they are personally confronted with major organizational change (Kyle, 1993; Jacobs, 1995; Bovey & Hede, 2001). Within this process there are four phases that it consists of: initial denial, resistance, gradual exploration, and eventual commitment (Scott & Jaffe, 1988; Bovey & Hede, 2001). Resistance to change is the initial area to focus on. The issues of organizational change and resistance to change have received a lot of attention over the past decade (Macri, Tagliaventi & Bertolotti, 2002). The perceptions of individuals play a fu...
The employee reflects change in an organization as a shift of role, responsibilities and skill. However, in an organizational level its refers change as a framework structure around the changing needs and capability of an organization to perform. Both employee and organization’s perception of change are needed to ensure the change is successful. Brown (2011) reported that “the role of change as a corrective action often affect patterns of work or values, and in consequence meet with resistance” (p. 144). Once an organization and its member decide to conduct a change program, they intensify the forces that driving the change. The life cycle of employee’s resistance is necessary in accomplishing change in an organization. There are five important phases in a life cycle of employee resistance to change in an organization, namely introduce the change, forces of change emerge, direct conflict happens in an organization, residual resistance appear in an organization and lastly, establish the change. (refer to Figure 1 in Appendix 1).