Organizational Change Reflection: Resistance, Agents, and Strategies

This report offers a detailed reflection on organizational change, drawing upon various articles and theories. It begins by exploring the concept of resistance to change, examining dispositional resistance, the depth of intervention, cognitive dissonance, and psychological contracts. The report then shifts focus to change agents, their roles, and the importance of effective leadership in driving change, also analyzing Caldwell's model of change agent. Additionally, the report investigates the contrasting approaches of Theory E and Theory O, providing insights into different leadership styles and their impact on organizational transformation. The reflection encompasses the importance of planned and emergent changes, and concludes by emphasizing the role of effective leadership in navigating organizational change. The report also discusses the advantages and disadvantages of the EU membership to the UK.

ORGANIZATIONAL CHANGE

TABLE OF CONTENTS
REFLECTION.................................................................................................................................1
ARTICLE 4......................................................................................................................................1
INTRODUCTION.......................................................................................................................1
CONCLUSION...........................................................................................................................2
REFERENCES............................................................................................................................3
ARTICLE 5......................................................................................................................................4
INTRODUCTION.......................................................................................................................4
CONCLUSION...........................................................................................................................5
REFERENCES............................................................................................................................6
ARTICLE 6......................................................................................................................................7
REFERENCES..........................................................................................................................10

REFLECTION
ARTICLE 4
INTRODUCTION
This article stated about the resistance to change which upgraded my knowledge for
activities of changes regarding resistance are the act of opposing or struggling with modifications
or transformation that alter the status quo in the workplace. I also acknowledged that managing
to change id challenging and difficult process. It can be covert or overt, organized or
individualized, but from this, the employees can realize that they don't like or want a change and
resist publicity and verbally. This article enriched my cognition level of about the theories
explaining the concept of resistance to change.
The first most theory of dispositional resistance to change focuses my attention on the
belief that the individual is the main source of change. It showed that there is a variation in the
individual's psychological degree of accepting or resisting the change. It stated me the
understanding about the nature and behaviour of the employee which is highly responsible for
generating their scale of reaction, either for accepting or resisting the changes made by the
organization. It identified that the personality factors of an individual are highly responsible for
influencing his reaction level over the organizational change. It also clears my knowledge that an
individual's reaction to change can be moderated by their relationship to the change agent in the
organization.
The next theory stating the depth of intervention centring my perspective on addressing
the resistance to change by identifying the different ways that to adopted by the change agents to
manage and control the change. However, this theory also expands my viewpoint over the issues
of employees' involvement. This identifies that the deepness of intervention of an employee,
affects his personality and psychological make up to its organization. The theory has expressed
about the relationship between the values as well as organizational change that re-examined my
viewpoint of resistance to change (Burnes, 2014). Along with this, the next theory for cognitive
dissonance explicit that the efforts of an employee in making his attempts for being consistent in
an organization can change his attitude and behaviour. It also contradicts that if two or more
attitude or behaviour strikes with each other than it would react the employee cognition level and
creates frustration and uncomfortable during their business operations. It shows the benefit of
applying the principle of cognitive dissonance to the organization change that would help in
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assessing the individuals who have same attitude and behaviour that would create a strong
bonding among them and enhance their functioning level to be good for the enterprise. I also
noticed that the individual's with different perception and mentality do not strike in the same,
would face a major drawback and pamper their relationship.
The last theory about the psychological contract improves my thought for employees
resistance to change. Similar to the above theories, this theory also offered the brief knowledge
about psychological contract among the employees. This theory reveals the information about
some unplanned set of instructions operating in between every time among every member of
organization. It also examined my knowledge about employees' different psychological belief on
the basis of their salary, working hours, benefits and different other compensation packages.
CONCLUSION
According to the above reflection it is concluded that the issue of resistance of change
have different complementary ideas and theories that have been taken into consideration. The
reflection has covered the four different viewpoint and their impact which has been taken into
consideration.
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REFERENCES
Books and Journals
Burnes B., 2014. Managing Change. Prentice Hall. pp.312 -318.
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ARTICLE 5
INTRODUCTION
This part of reflection is based on the perceptive of change agent and their importance in
the organization's business as well as on county. Along with this, article would help in
understanding the content of an in-depth analysis of the change agent and the reason for adopting
the change in organization.
Earlier, my viewpoint over the change agents was that they were those individuals who
are responsible to deal the changes with an individual, group or at organizational level and to
check whether the change is continuous or incremental. It also depicted that one of the individual
in an organization has to become a change agent and need to take all the responsibility for
assuring the change which is to be adopted by them in coming months or years. It explained me
that a change agent can be a leader, instructor or supporter and they are always present in an
organization to act as a changing agent. However, the article identifies a significant modification
in the concept of change and due to which different perception or roles of a changing agent in
modern era has also been assorted. It advanced my knowledge that these change agents also acts
a booster whose focus is on structuring an effective bond among the managers and employees.
The article also claimed that change agents has responsibility to timely upgrade themselves and
to measure the complexity and continuation of the change process. It stated that change agents
acts a prime mover which emphasize a pressure on small groups to implement the change for
organization development (Burnes, 2014). The article has brief research of Caldwell's model of
change agent which focused my attention on few topics. The topics were about the leadership
model where change agents are the top level managers of an organization who are responsible to
identify and deliver the transformational change. Similar to this, the topic about the management
models which centred that change agents are the middle level managers who attain the
responsibilities of delivering strategic change in the business operations. Consultancy models
was the third model in the research which expressed me that an organization calls consultants for
operating a particular level in a perfect way for proper execution. At last it provided me with the
team mode, where the change agents are seen as team, comprising all the members of an
organization in order to accomplish better result from adopting changes in the organizational
functions. The European Union (EU) is a federal group of twenty-eight independent states based
on the European Communities which is responsible to enhance political, economic and social co-
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operation. There are many disadvantages of EU membership to UK which includes rising
spending of per head cost to the UK government, inefficient policies for reducing spendings,
great pressure on single currency, pressure towards austerity, overcrowding through labour
migration, encourages bureaucracy that reduces democracy. On the contrary, there are some
advantages of European Union also, that are like it imposed no tariffs on import-export betwwn
the member states, no immigration laws that prevent individual from living or working in Britain
and at last, it has generated strong pillars of security for Britain. However, the changes from
leaving the EU will allow British to re-establish itself as a truly independent nation with
connections to the rest of the world. The two different change agents for implementing the
change at country level are effective leadership and creating positive environment. Both of these
help in bringing the change in existing environment. However, the opinions and perceptions of
both the change agents are different from each other, effective leadership is based on personal
and professional skills of an individual and positive environment is created from the external
sources. Considering both the change agents, it has been generated that both the methods will
result good outcomes and will support the country.
CONCLUSION
The above reflection of an article inferred that the change agents plays vital role in order
to implement change in the organization functions. However, it provided an option that the
change should be adopted at required time, else the organization would face major drawback and
would not be able to get competitive advantage and various opportunities.
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REFERENCES
Books and Journals
Burnes B., 2014. The Change Agent. Prentice Hall. pp.318- 322.
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ARTICLE 6
Theory E and O
 I understood that theory E was used by Scott paper to enhance the shareholder's value.
On the other hand, theory O, was used by Champion International to attain a complete
hold on cultural transformation that enhanced their productivity and employee
commitment.
 Both the theories has impacted its change in leadership process and management
operations. They have different leadership styles and goals to be achieved. As theory E,
which directs on achieving a set of goals and values with a little involvement from
company's staff and certainly without input from lower levels or unions of the workers.
On the other hand, theory O based on getting emotional commitments from all the
employees for improving company's performance (Beer and Nohria, 2000). The main motive of theory E is to develop the organizational structure and business
systems of the company, but on the other hand, theory O directs its power on building
corporate culture along with employee's behavior and attitudes.
Leadership
 Leadership works as a vital principle for the manager to capture their employee's focus
back into the work and maximize benefits from the change. Leaders are more effective
than the managers for implementing, managing and executing the process change in the
organization (Ajmal and et.al., 2004).
 Leaders has the authority or power to control the groups of employees and prepare them
for a particular task or goal. A leader requires certain qualities like self confidence,
ambitious, realism, psychological openness, appetite for learning and improving,
creativity, dedication, etc. to attain effective change, charismatic leadership and trust in
top level management (Kotter and Cohen, 2002).
In addition to this, I have also learned from the given article that it is very beneficial for
the firm that it should brought planned changes. The planned changes consists of number of steps
with the help of which variations within firm can be brought successfully and in an effectual
way. Furthermore, there are some changes which are not planned by the organization. The given
type of changes is called by the name of emergent change. These type of changes are emergent
and hence create many complications in the process of implementing the same.
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Theories for resistance to change:
 Dispositional resistance: The individual's psychological degree varies for accepting or
resisting a change. The nature and behaviour of an individual plays an effective role on
influencing their way of taking actions which accepts or resists the change made by the
organization. But an individual's reaction to change can be controlled by their
relationship with the change agent in the organization (Burnes, 2014).
 Depth of intervention: This theory has their focus on issue of employees' involvement.
The depth of intervention has high affects on the personality and psychological make up
of employees in the organization.
 Cognitive Dissonance: By applying the principle of cognitive dissonance in
organization change, the people with same attitude and behaviour would have strong
bond. But those who have contrastive perception and the mindset would not collide the
same and would face a major drawback and pamper their relationship. Psychological contract: This theory reveals that employees have different psychological
belief on the basis of their earnings, operative hours, benefits and different other
compensation packages.
Managing change
 The change agents are those individuals who are responsible to deal the changes with the
individuals and groups at organizational level and are responsible to check whether the
change is continuous or incremental.
 Caldwell's model of change agent:
◦ Leadership model – The change agents are the top level managers of an organization
which identify and deliver the transformational change.
◦ Management models – The middle level managers are the change agents who delivers
a strategic change in the business operations.
◦ Consultancy models – An organization appoints a consultant for operating a
particular level and proper execution of the change.
◦ Team model – The team of all the change agents of an organization to carry out better
result from adopting changes in the organizational functions (Burnes, 2014).
My feelings as manager responsible
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 As per my concern a manager in an organization can be a leader, instructor or supporter
who is always present in an organization to act as a change agent.
 Manager is highly responsible to formulate, implement, control and monitor the changes
made in the organization.
 Manager has to manage and maintain his relationship with his employees and higher
authority. Manager is answerable to his superior for all the organizational changes and its
results which impacted the business operations.
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REFERENCES
Books and Journals
Burnes B., 2014. Managing Change. Prentice Hall. pp.312 -318
Burnes B., 2014. The Change Agent. Prentice Hall. pp.318- 322
Kotter, J. and Cohen, D., 2002. The heart of change. Executive book summaries. 24(11). pp.24-
26.
Beer, M. and Nohria, N., 2000. Cracking the code of change. Harvard business review. pp.135-
141.
Ajmal, S. and et.al., 2004. Role of leadership in change management process. Abasyn Journal of
Social Sciences. 5(2). pp.111-121.
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