Change Process Characteristics and Resistance to Organizational Change

This resource presents a comprehensive theory for organizational change and the associated resistance from employees. It discusses the importance of change management, employee perception, and leadership role in employee engagement.

MGT200 Assessment 3: Group Assignment
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Resource Details (i.e., reference and citation information)
Georgalis, J., Samaratunge, R., Kimberley, N. and Lu, Y., 2015. Change process
characteristics and resistance to organisational change: The role of employee perceptions of
justice. Australian Journal of Management, 40(1), pp.89-113.
Summary of the Resource
The resource selected for the topic presents a comprehensive theory for organizational
change and the associated resistance from the employees of the organizations. The paper
reflected that the implementation of changes is highly dependent on the factor of resistance
among the workforce. Organizational development covers the concept of performance and
organizational change. The resource depicted the interconnection between the practice of
organizational development and organizational change. It depicted the central focus of
‘change’ in organizational development. The resource highlighted the importance of
organizational change in by stating the need of the organization to focus on the changing
consumer behavior, market needs, financial concerns and competitive positioning. The focus
of the organizations should also be concentrated in the internal change management. The
paper reflected the importance of directing the organizational strategies towards positioning
itself competitively as change is necessary both internally and externally. Internal change
comprises of the communication practices with the employees for motivating and involving
the efforts of employees. The paper depicted the theoretical application of organizational
development on the functionality and application of organizational change. The theory of
resistance is focused on the concepts of change outcomes and the concentration of the
process of implementation of change. The paper depicted the importance of workforce
perception of the association of fairness in the application of change management and is
considered as the significant factor for constructing positive employee attitudes. The paper
also presented the theoretical framework for depicting the influence of resistance to changes,
employee engagement and leadership contribution. The speed of the organizational change
can be can be determined by the factors like the existing risk association, resistance factors of
the employees or organizational structure and managerial contribution.
Relevance of the Resource to the Presentation Topic

The resource selected was relevant for understanding the importance and constituents of
organizational change. The paper presented a comprehensive discussion of the influencing
factors regarding organizational change. The influencing factors can contribute in the
determination of the ‘best’ speed for organizational changes. The resource presented the
conceptual framework regarding the resistance to change, employee perception and
leadership role in employee engagement. The ‘best’ speed of organizational change can be
determined by the factors of crisis management. Crisis management may lead to a faster
implementation of change and organizations tends to have a slower speed of change in case
of ‘no crises’.
Conclusion
Therefore, it can be concluded by the paper that the best speed of the implementations and
application of change management can be depicted through the assessment of the influencing
factors like resistance to change. External and internal focus is necessary for strategizing the
changes required for an organization as employees’ behavior or perception of justice can
affect the implementation plan. Communicating, engaging and motivating employees in the
process of organizational change can deduce the time take for implementing required
strategic changes in organizations.
Suggestion
The recommendation regarding the speed for implementing organizational changes should be
focused on the existing situations or circumstances of the organization. For instance, few
organizations can undergo significant changes at the time of crisis whereas other implements
changes slowly. The slower changes may be cultural transformation or changing the business
model. Faster changes reflects the factor of urgency and ‘need’ Faster changes should
concentrate on the incorporation of employee engagement practices more than the slower
changes. Slower changes are less challenging as it allows required amount of time for the
employees and management in regards with experiencing and implementing the strategic
organizational changes.