Change Management Process PDF
Added on 2020-10-12
8 Pages1960 Words65 Views
Leadership ManagementProfessional Development
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TABLE OF CONTENTSINTRODUCTION...................................................2RESISTANCE TO CHANGE...........................................2CHANGE MANAGEMENT PROCESS......................................3ALTERNATIVE STRATEGIES.........................................5CONCLUSION.....................................................6REFERENCES.....................................................6
INTRODUCTION In Mergers and Acquisitions (M&As), two or more businessorganisations come together and make negotiations that resultinto a transaction. M&As allow for the integration of differentcultures from the different business organisations involved(Kansal & Chandani, 2014). If not managed well, the culturaldifferences can conjure a number of anomalies. The culturaldifferences can also lead to resistance to change, downsizing,stress management, talent drainage, among other. All of theseinstances are responsible for change. Change management is verysignificant for any business organisation to develop. This paperis about change management, a perspective DDesign and CIDesignM&A. RESISTANCE TO CHANGE Among the challenges of change is resistance to change. There aresome reasons why there is resistance to change and the mostimportant ones are outlined by Kotter and Schlesinger (2008).These reasons are parochial self-interest; misunderstanding; lowtolerance to change; and different examinations of changeaspects. Self-interest largely involves personal and psychologicalresistance under which most of the people counteract change dueto the fear of the unknown, minimal tolerance to change, aversionof management, among others. With the coming of the new changes,the CIDesign employees felt their personal skills and competenceswere going to irrelevant because of the DDesign’s intention ofoutsourcing part of its operations to India and China as well asmoving the IT Hub to Berlin, Germany. CIDesign employees developed misunderstanding which was largelydue to the poor communication resulting in limited information.
People counteract change when they have no apprehension about itsimplications and think that the change may be catastrophic tothem rather than an advantage (Kotter & Schlesinger, 2008). Thisinstance comes to be when there is no or minimal trust betweenthe initiator of change and the employees. CIDesign employeeswere implicitly and explicitly enforced to adopt the change. Theycould not socially participate in the change due to themisunderstandings. Poor communications lead to chaos in the integration of culture.CIDesign already had a culture that was entrepreneurial andflexible meanwhile DDesign had an efficient kind of culture.Thus, management’s communication has implications on thesocialisation of employees and if poorly managed like atCIDesign, leads to cultural chaos. The CIDesign employees alsoexhibited low tolerance towards change. Low tolerance towardschange comes about when some people become so concerned abouttheir job security and stability (Jones & de Ven, 2016).Employees tend to develop a perception that the change affectstheir welfare. Social factors such as household welfare ifaffected, employees tend to have a low tolerance towards change.Employees become demoralised towards work. They tend to feel thatwith the new skills, theirs become obsolete and their social andhousehold welfare is affected. Lastly, employees also get to havedifferent assessments of the change from that of the management. The above happens when the employees are not fully involved inthe change management process (Jones & de Ven, 2016; vanMarrewijk, 2018). This leads to crush in the cultural factorssuch as beliefs, values, systems and behaviours. The employees nolonger become motivated and their energy towards work is eroded.
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