Organisational Change Resistance - Article Example

Organisational Change Resistance Introduction Every organisation experiences changes from time to time in order to address some external or internalmatters. Organisational change occurs in all levels from the subordinates to the managerial level and it helps in the development and reformation of a company. Presently, many organisations are experiencing change owing to globalisation, which has increased competition and introduced new opportunities as well. Organisational change is not an easy procedure, therefore, without proper preparation it can be met with resistance by the employees or even the stakeholders. Consequently, companies need to anticipate change, notify the concerned people, enforce the change gradually and proceed to reconfigure the firm. This ensures that the change process is successful, which determines the productivity of the company. Organisational change refers to the transformation of a company’s structure, position and quality, which is achieved by bringing in the most recent dealings and ideas aimed at improving global adjustment and performance of the firm. There are two kinds of organisational changes that can be introduced in a company. The first one is first order change, which is also referred to as evolutionary or incremental change. The second one is second order change, which is also referred to as revolutionary or strategic change. Evolutionary change is usually implemented at a small scale, therefore, aiming at changing few sections of the company such as, reshuffling departments. On the other hand, revolutionary change is usually radical and involves changing the entire framework of the company, for example, the organisational structure. Organisational change can either be planned or emergent. An organisation can plan organisational change by highlighting the required changes and projecting the time required to implement them. This is done when an organisation wants to change its status from a disreputable organisation to a reputable one. Then again, an organisational change can be developed circumstantially when it wants to adjust to unexpected changes such as new competition in its business environment. Organisational change can be attributed to various reasons such as, emergence of new technologies, market competition, different kinds of economic crisis and organisational growth among others. Resistance to change is normally seen in an organisation, as employees try to maintain the status quo. Resistance to change is a time consuming and expensive process that hinders productivity in an organisation. It may have damaging effects on the organisation if it is ignored. It comes from various factors relating to employees’ fear from adverse effects of change. Firstly, employees may refuse to accept change as they avoid uncertainty. Change brings new situations and opportunities, which may trigger unpredictability among the employees. They may fear losing established relationships or familiar tasks, therefore, being deemed ineffective. They see this as a threat to their jobs, therefore bringing doubts in their future careers. Secondly, resistance to change may emanate from lack of understanding, whereby the employees do not have enough information concerning the changes that are to be introduced in the firm. This leaves room for uncertainty, speculation and rumours, therefore, ringing anxiety among the employees and prompting them to resist change. Thirdly, the employees may be afraid of disruption to their routine. Many people love routines and habits, thus feel burdened when they have to change. Employees behave in a similar manner as they prefer to continue with an established behaviour rather than deal with the unknown. Fourthly, some employees may fear losing the existing benefits. Organisational change may mean cutting down on costs, therefore, prompting the employees to become emotional affected by changes. Fifthly, organisational change may mean a shift in power. The employees in the managerial positions may feel threatened, as they view the change as a means to lose prestige or their status. This leads to organisational change resistance, as the managers try to avert a shift in power. The sixth cause of organisational resistance to change is the threat to job or promotional security. Employees may view certain organisational changes as potential means to losing their jobs or failing to achieve a promotion at work. Such employees will try their best to resist organisational change, as it threatens their career advancement or their jobs. Seventhly, employees may try to resist organisational change if it means a redistribution of power. In case of a new development, some departments may receive more attention than others meaning that a certain group of people may lose their influence. The department or the group of people may tend to resist organisational change. Organisational change may cause reorganisation of the company’s employees, thus resulting to disruption of social networks. Some employees may feel threatened by the changes, since their teams, friendship circles or social cliques are separated. This brings resistance to organisational change. New technology may also bring organisational resistance to change. If the technology poses to be highly effective than the human resources, many employees will view it as a threat to their jobs. The technology can also be cumbersome, meaning that the employees may need to attend training or have to deal with more work generated from using the new technology. This may also prompt the employees to oppose organisational change, as it aims at inconveniencing them or increasing their responsibilities. The employees may also view the change as ineffective from previous experience. If an organisational change was ineffective in the past, the employees will try to resist a new change, as they already have the perception that it will fail. Organisations need to implement changes successfully in order to achieve the desired results. Consequently, organisation change needs to be overcome to ensure successful implementation of change. This can be done through the following ways. Firstly, there needs to be effective communication and education to inform and prepare the employees for the change. Education can be done through trainings that help the employees see the importance of change and dismiss the false rumours and uncertainties. Communicating to all employees about the organisational change and helping them understand what it entails will help them overcome resistance and welcome the change. Secondly, change resistance can be done through employee participation and involvement. The change initiators need to anticipate for resistance, therefore, consider ways to overcome it by involving the employees in the change process. This will make them understand that the change is positive, therefore, welcoming it. Thirdly, it is important to support the employees facing difficulties adjusting to the organisational change. The transitional period should be characterised by counselling and training sessions that will help the employees deal with the change effectively. Fourthly, the organisation needs to negotiate and come into an agreement with the groups or the people that may lose following the organisation change. Some changes imply that certain employees will have to lose a certain benefit and it is only right for the organisation to prepare some incentives for the employees. Through negotiations, the organisation can come into terms with the employees and offer a way forward. Fifthly, the organisation can deal with change resistance by manipulating the employees into agreeing with the change. This can be done by manipulating the leaders of the groups that are resisting change into the change process. One ensures that they are playing an appearance role than the decision making role, therefore, getting the rest of the employees to accept the change. Lastly, change resistance can be reduced through coercion. This follows the failure of other reasonable attempts to get the employees into accepting and adopting the organisational change. The employees who do not agree with the changes can be asked to cooperate or lose their jobs and other benefits. Read More