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Management of Change Sample Assignment

   

Added on  2021-04-17

10 Pages2658 Words53 Views
Running head: MANAGEMENT OF CHANGEMANAGEMENT OF CHANGEName of the StudentName of the UniversityAuthor Note:

1MANAGEMENT OF CHANGEChange is one of the most common phenomenon experienced in all organizations acrossthe globe. Without evolving with time, one organization cannot survive in the face ofcompetition. However, change is one of the most resisted processes that go on in an organization.Most of the existing employees that work are against any kind of organizational changes orchanges in process. This has caused a lot of debates and discussions about how can change beimplemented in an organization without the larger part of the employees protesting and resistingsuch change (Pieterse, Caniëls & Homan, 2012). Some of the very common reasons whyemployees resist change are described in the following sentences. Firstly, in a newlyorganized company there might be change of position for the existing employees or the newauthority in the new process may not give equal importance to the existing employees. This maybe one of the reason. Secondly, the employees or any other stakeholders who are related to theorganization may be against change for the reason that the new process is not rewarding enough(Kaufman, 2017). It takes some efforts to align oneself in the new process or system. However, ifit is not rewarding enough then the employees might be in dilemma to put effort in such process.Thirdly, in the human psychology there is a phenomenon called the fear of the unknown. Humanbeings are apprehensive about new situations about which they do not know (Boohene &Williams, 2012). Fear of unknown arises out of unsureness about new situations and unknowncircumstances which people generally want to avoid, as new situation gives problem in gettingaccustomed. An organizational change denotes a situation where there will be a number ofunknown situations that might be challenging to the individual, therefore the employees resistchange in order to not step out of the comfort zone (Courpasson, Dany & Clegg, 2012). Fourthly,even if some individual employees might not be fearful about a certain change, peer pressure andgroup loyalty may force him or her to do so. Fifthly, the comfort zones of the existing work

2MANAGEMENT OF CHANGEscenario will be gone and unable to adapt in the new situation the employees may face failures.Therefore, these are some of the reasons for which an employee resists organizational change. In the view of the managers, resistance to organizational change is a routine process. It isone of the organizational hurdles that need to be taken care of by every management. Theprocess of managing change in the organization and dealing with the resistances are known asthe change management process. It is necessary for the stakeholders of the change managementprocess to initiate a structured change in which there will be definitive mention about thebenefits that the employees will receive if they can cope with the change well. Thomas andHardy (2011) states that there are two kinds of approaches of reaction to change; one is thedemonizing approach whereas the other one is the celebratory approach. The managers mustunderstand the kind of approach a particular employee is displaying to manage the resistanceprocess. The key theoretical concepts of resistance considered in this subject are described inthe following paragraphs. Burne’s “Leadership and Change” (2011) is one of the key conceptsdeveloped in this regards “This article addresses the relationship between the ethics underpinningleadership and change.” The developments in the process of leadership and how it has dealt withchange has been understood by research. The two main concepts that the theory focuses upon are“individual (egoistic) consequentialism and utilitarian consequentialism”. The researcher hasargued that all approaches towards change are rooted in the values of the individual. The theorysuggests that in order to bring all the stakeholders into agreement and to ensure that there is aclarity in the mind of all the individuals the agents of changes, especially the management mustbe clear about the ethical standards of the change.

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