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MGT540 Management of Change

   

Added on  2020-04-13

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MGT540 Management of Change Name : Zeeshan Aziz KhanStudent Id : 11623762Assessment : Additional assignmentWord count : 2319

Question OneReasons why change is resisted (Anderson, Hardy and Thomas)As highlighted earlier in the introduction part of this study, many change attempts havebeen reported to have failed. The reasons for this are because the change was or resisted in manyorganizations. From the research works of Anderson, Hardy, and Thomas, we find that change inan organization entails or involves establishing new understandings, practices, and relationshipswhich may not be welcomed or supported if the change does notto support the interest of themajority. Therefore they highlight some of the common reasons why people resist change inorganizations or in other aspects of life are due to; loss of status or job security in theorganization (Thomas et al., 2011). For instance, employees, peers or even managers will resistadministrative and technological change which may render their status or their job roles insecure.Another reason for resisting organizational change is the non-reinforcing rewards systems inorganizations and therefore organizations should strive to ensure that their reward systemssupport the change that they want to implement in the organization. Change is also resisted in organizations due to surprise or the fear of the unknown.According to (Anderson, 2011) Anderson (2011) when change agents bring about changeswhether administrative or technological for instance in an organization, the change recipientsusually have great fears of the unknown and therefore this calls for managers or changes agentsto get their organizations prepared for change through establishing effective communicationmechanisms for communicating change before it is implemented. Organizational politics alsobring about resistance to change as a result of the creation of organizational groupings supportingName: Zeeshan Aziz khan Student ID: 11623762 Page Number : 2

certain ideologies and resisting others (Ng Choi & Rashad, 2015). Lastly, organizational changeis resisted due to poor timing to implement the change initiative in the organization. As discussedabove organizations through their managers should ensure that their organizations, as well astheir stakeholders, are prepared enough to embrace change. Poor timing has greatly contributedto increased resistance to change as research provides that most changes implemented withoutproper timing have always failed and therefore causing a lot of resistance which is not properlytimed. Managers of different organizations, therefore, are of the view that change is naturally resistedby people and that change in its course is not the problem but the resistance to change. They,therefore, feel that resistance to change can be avoided in organizations with effective changemanagement initiatives (Thomas & Hardy, 2011). This can, therefore, be achieved throughpromoting a culture of trust, transparency in communication, a culture of employee engagementand creating positive interpersonal relationships which will reduce resistance to change. Thefirst question is well answered.Question TwoKey Theoretical Concepts of Resistance Different theoretical ontologies have been used to evaluate resistance to change inorganizations and their effectiveness in enhancing change management. However, the mostcommon concepts that we focus on is the scientific objectivism ontology to resistance as well asthe subjectivism or social constructionism ontology to change management. Social constructionontology suggests and supports the idea that people can indeed be change agents (Burr, 1995)which promotes the fact that change is brought about by human activity. However, this conceptName: Zeeshan Aziz khan Student ID: 11623762 Page Number : 3

of social constructionism also accepts that there is always an objective reality behind any changeengagement which brings about the concept of objectivism as another important ontology inunderstanding change management (Burr, 2003).Scientific Objectivism approachThis approach is also referred to as positivism approach and portrays an organizational position that social entities exist , external to social actors and concerned with existence. This means that the approach argues that social phenomena have an existence that is independent of social actors (Jabri, 2012). The approach is based on the findings from organizational data collected and analyzed. The results from such data is termed as scientifically true however in most case the symptoms that lead to such results have different interpretations. Therefore, In when implementing change in an organization, the managers usually use an established scientific approach that is aimed at attaining certain outcome irrespective of the social factors from the employees in the organization. This approach or method can be used to assess staff competence and capability without taking into considerations the organizational efforts to empower employees with relevant skills. Results from this assessment are then used to make comparisons with the organization future requirements or even to plan for employee’s development programs without involving the inputs of employees on various social factors. This ontology does not support effective change management in an organization as it does not support a lasting relationship between change agents and the change recipients.Name: Zeeshan Aziz khan Student ID: 11623762 Page Number : 4

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