THE CHANGE TRANSITION

Running head: CHANGE TRANSITION
Change Transition
Name of the Student
Name of the University
Author’s Note:

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Table of Contents
1. Introduction............................................................................................................................2
2. Discussion..............................................................................................................................2
2.1 Discussion of the Role of the Manager or Leader in Preparing and Assessing the
Organization for Movement through Transition Phase of Change........................................2
2.2 Identification and Discussion of 5 Reasons for Resistance evident in the Transition
Phase of Change with Examples............................................................................................3
2.3 Description of Different Areas for determining Resistance with Discussion on
Feedback Mechanisms that the Manager uses for Identification of the Resistance Levels of
the Employees........................................................................................................................4
2.4 Description of 5 Strategies that the Manager uses for ensuring that the Resistance
Levels are minimized.............................................................................................................5
2.5 Description of 3 Success Factors for indicating Effective Strategies in the reduction of
the Resistance Levels of the Employees................................................................................6
3. Conclusion..............................................................................................................................7
References..................................................................................................................................8

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1. Introduction
Organizational change, as well as transition management, is considered as one of the
most vital and significant procedures that occur in a company (Matos Marques Simoes &
Esposito, 2014). The entire process of transition management eventually includes the proper
deployment of changes via systematic planning, organization as well as execution of change
for reaching the most desirable futuristic state without even affecting the total business
continuity (Georgalis et al., 2015). The following report outlines a brief discussion on change
transition and the effect of transformation in the most efficient manner. The role of a manager
in assessing the company for movement through the transition phase of change and
identification of different reasons and strategies for change resistance would also be
described in this report.
2. Discussion
2.1 Discussion of the Role of the Manager or Leader in Preparing and Assessing the
Organization for Movement through Transition Phase of Change
Change management subsequently deals with different people aspects of change to
ensure that the entire company and organizational members are ready for the changes to bring
in the company (Burnes, 2015). The first and the foremost role of the manager or leader in
preparation as well as an assessment of the company for movement though change transition
is sponsor, in which the leaders eventually act as the advocates for better change at different
organizational levels. These leaders are individual representatives who are responsible for
keeping the change to a higher position. The other vital and significant role of a leader in
change transition would be becoming the role model (Klonek, Lehmann-Willenbrock &
Kauffeld, 2014). These leaders can demonstrate subsequent attitudes and behaviours, which
are to be expected from other people.

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The employees should observe the leaders for better consistency within actions and
words for checking if the change would be useful for the company or not (Deneen & Boud,
2014). Moreover, the leaders also need to make accurate decisions for controlling their
resources like equipment, budgets and people for making their decisions highly effective and
ensuring that communication is maintained effectively for sharing confidential information
and keeping organisational people upgraded as well as offering better encouragement
(Fernandez & Rainey, 2017). Hence, the role of the leaders and managers in change transition
is vital as it helps in understanding the level of acceptance or resistance for the changes to be
taken place.
2.2 Identification and Discussion of 5 Reasons for Resistance evident in the Transition
Phase of Change with Examples
The employees do not always accept changes in their organization, and there are some
of the most distinctive reasons for resistance in the transition phase of evolution and five such
reasons are as follows:
i) Loss of Job: The first and the foremost reason for strength in the transition phase of
change would be loss of job (Bloomfield, 2016). Due to the unknown circumstances, the
employees are often unable to understand the steps to be taken for accepting the changes and
hence they might lose their jobs.
ii) Poor Engagement and Communication: It is yet another important reason for
change resistance. It is quite common that the employees are not notified about the changes
previously, and hence they are not entirely engaged due to lack of communication (Talke &
Heidenreich, 2014). Every employee needs to know about the reason for changes.

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iii) Lack of Trust: Often, the employees do not trust their employer and mistrust takes
place to a high level (Umble & Umble, 2014). As a result, there is a massive downward spiral
in the overall trust aspect of the employees.
iv) Poor Timing: The next significant reason that is quite common for employees to
resist against change is poor timing. It could easily create significant resistance, and the
organization is unable to understand the requirement and mindset of their employees, which
brings out employees having significant strength to change (Craig, Nevin & Odum, 2014).
v) Organizational Politics: Few of the employees in an organization often resist the
changes, as they consider it as a political strategy for proving that the decision was wrong.
2.3 Description of Different Areas for determining Resistance with Discussion on
Feedback Mechanisms that the Manager uses for Identification of the Resistance Levels
of the Employees
Organizational management should take up proper actions for determining different areas for
resistance (Howard & Mozejko, 2015). Resistance to change is the significant activity that is
being taken by the organizational members as soon as they perceive that the change, which is
taking place is a subsequent threat to their jobs. Different areas for successful determination
of resistance include lack of awareness of the reason why the change was being made in the
organization (Grama & Todericiu, 2016). The second distinct area includes impact on the
present job role as well as organizational past performances with changes.
The respective organizational management should ensure that proper feedback mechanisms
are being considered in the business, and every employee is given the equal opportunity to
say his or her words (Deneen & Boud, 2014). As a result, better effectiveness and efficiency
would be gained in the organization without much complexity. The manager hence would be
able to identify the resistance levels of the employees and staff through these mechanisms.

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Such an arrangement would enable two ways to free communication amongst the employees
and employers and reducing complexities related to change resistance and employee
management (Klonek, Lehmann-Willenbrock & Kauffeld, 2014).
2.4 Description of 5 Strategies that the Manager uses for ensuring that the Resistance
Levels are minimized
Several strategies are present that could be considered by the organizational
management or manager to implement in the business for ensuring that the respective
resistance levels are majorly minimized to a high level without much complexity (Matos
Marques Simoes & Esposito, 2014). Management of change is always quite complicated and
would make the organization an ineffective one. Five distinct strategies that the respective
manager could utilize to ensure that the resistance levels get reduced are as follows:
i) Better Communication: The first and the most important strategy that the manager
could use to make sure that the resistance levels are reduced would be better communication
with the employees (Fernandez & Rainey, 2017). It is essential to maintain effective
communication with the employees so that they could have a significant idea about the
change that is going to take place in the business. Moreover, these employees would also be
able to understand the need for change in the industry (Bloomfield, 2016).
ii) Taking Regular Feedback: Taking regular feedback from the employees is yet
another vital strategy for the manager to use in this case. The employees would be able to
share their point of views to the management, and the organization would be able to
understand that whether they are happy with the change or not (Talke & Heidenreich, 2014).
iii) Ensuring Employee Engagement: Proper employee engagement is exceptionally
vital for a business to ensure that employees are supporting the change. Hence, there would
be a lesser chance of resistance in the market (Craig, Nevin & Odum, 2014).

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iv) Utilization of Social Media: The manager should use social media to share the
views of the organizational management to their employees and vice versa (Howard &
Mozejko, 2015). It would allow the employees to share their point of views to the
management eventually, and hence issues of resistance would be resolved successfully.
v) Training Programs: The manager should arrange for training programs for their
employees to make them understand about the requirement of change in the business
eventually (Grama & Todericiu, 2016). Moreover, these employees would also be able to get
accustomed to the changes successfully without any type of complexity.
2.5 Description of 3 Success Factors for indicating Effective Strategies in the reduction
of the Resistance Levels of the Employees
Proper management of transition is referred to as a part of the change management
procedure, which is responsible for dealing majorly with employee transition working within
a business unit or department, being outsourced to the respective service provider (Klonek,
Lehmann-Willenbrock & Kauffeld, 2014). The most successful organizational change is
majorly dependent on the leaders or managers, have direct authority with the other
individuals, who are facing charges in the business. The strategies mentioned above could be
referred to as active, only when these are compared to three success factors of values,
opportunities and capabilities (Burnes, 2015).
The first success factor is defining the values or mission of the change to their
employees. It would help the employees in understanding the requirement of change in the
business effectively (Georgalis et al., 2014). The second vital success factor is exploring
competitive opportunities. These opportunities could eventually create certain values for the
employees, and as a result, the economic and societal environment would be operated
properly. The final success factor of an effective strategy for reducing change resistance of

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employees is the identification of capabilities (Fernandez & Rainey, 2017). The employees
should understand that they would be getting maximum advantages and new capabilities from
the changes.
3. Conclusion
Therefore, a conclusion could be drawn that change management can be referred to as
different approaches for preparing, supporting as well as helping every individual,
organization and team in ensuring better organizational change. The major and the most
significant change drivers involve process reviewing, the evolution of technology, corporate
restructuring, business entrants and many more. It even involves different methodologies,
which eventually redefine or redirect the subsequent utilization of various resources, business
procedures, and allocation of budgets and ensure better effectiveness of other operational
modes for changing the company or organization. The above-provided report has properly
outlined the change transition with relevant details.

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References
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change. Review of International Studies, 42(2), 310-333.
Burnes, B. (2015). Understanding resistance to change–building on Coch and
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Craig, A. R., Nevin, J. A., & Odum, A. L. (2014). Resistance to Change. The Wiley
Blackwell handbook of operant and classical conditioning, 249.
Deneen, C., & Boud, D. (2014). Patterns of resistance in managing assessment
change. Assessment & Evaluation in Higher Education, 39(5), 577-591.
Fernandez, S., & Rainey, H. G. (2017). Managing successful organizational change in the
public sector. In Debating Public Administration (pp. 7-26). Routledge.
Georgalis, J., Samaratunge, R., Kimberley, N., & Lu, Y. (2015). Change process
characteristics and resistance to organisational change: The role of employee
perceptions of justice. Australian Journal of Management, 40(1), 89-113.
Grama, B., & Todericiu, R. (2016). Change, resistance to change and organizational
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Howard, S. K., & Mozejko, A. (2015). Teachers: technology, change and
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Klonek, F. E., Lehmann-Willenbrock, N., & Kauffeld, S. (2014). Dynamics of resistance to
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Matos Marques Simoes, P., & Esposito, M. (2014). Improving change management: How
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Talke, K., & Heidenreich, S. (2014). How to overcome pro‐change bias: incorporating
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Umble, M., & Umble, E. (2014). Overcoming resistance to change. Industrial
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