Unique Ecnmic and Scial Envirnment of Pst-Sviet Unin Cuntries - Essay Example

24 September 2008 Workforce in EU acceding countries resistance to change of the working environment Pst-Sviet Unin cuntries represent a unique ecnmic and scial envirnment marked by instability in the frm f bth very large falls in statistically measured utput and in very high rates f inflatin. Such cuntries as Rmania, Bulgaria, Hungary, Pland, the Slvak republic , etc create specific values and cnditins affected by ecnmic, plitical and scial changes. Change management is imprtant prcess which helps cmpanies t rebuild their bureaucratic systems and innvate. Thus, resistance t change has different causes and requires different management appraches t level it. Burke (1992) and Champy (1995) suppse that resistance t change inevitable prcess caused by human needs and expectatins. These researchers underline that in such cuntries as Pland and Russia resistance t change is influenced by cultural traditins and unique values. Mst individuals prefer wrking life t prceed accrding t accustmed nrms. Changing the nrms brings disruptin, t say the least, and there is n guarantee that the visin f the future will find favr with thse n whm it is t be impsed. Different authrs have different views and understanding f resistance t change, its causes and management techniques. Shared values act as a kind f infrmal cntrl system that tells peple what is expected f them. In ding s, values can be mre r less pervasive in the sense f being shared by many r a few, and strng in the sense f being felt mre r less intensively (characterizing crprate cultures will be discussed again later in this chapter). Pervasive and strng values may affect perfrmance psitively by increasing dedicatin and pinting at what shuld be given extrardinary attentin. Hwever, pervasive and strng values can als have a negative effect: they may be incnsistent, may becme bslescent and/r may lead t a massive resistance t change, even if change is needed. Burnes (2000), Carnall (1992) and Cch and French (1998) state that the prblem with any planned change in Rmania, the Czech Republic and Slvak Republic has been planned and therefre managers wh have initiated the change largely define the expected utcmes befrehand. Similar t ther Pst-Sviet Unin cuntries, in Rmania, the Czech Republic and Slvak Republic natinal values and traditins are imprtant in day-t-day business. What brings values t life, hwever, is the awareness f everyne in the rganizatin f them and why they are imprtant. Values alne are nt enugh, it is the extensive sharing f them that makes a difference. Believing that peple are a cmpany's greatest resurce and acting accrdingly means, amng ther things, t keep in mind the implicit, but pwerful, frce f values shared by the members f the rganizatin f a cmpany (which in turn shape the behavir f its individuals and grups) and t realize that managing peple is nt thrugh (r at least nt directly thrugh) mems frm budget meetings r cmputer reprts, but thrugh the subtle cues f a culture. Emplyees resists changes because they are afraid f unknwn and new circumstances. Similar t previus researchers, Cllins (1998) and Chnk (2006) underline that the human being is capable f cmplying in terms f behavirs while withhlding cmmitment lng term. These researchers fund that EU wrkfrce represents a unique envirnment marked by lw mtivatin and lw prductivity levels. In all EU acceding cuntries, resistance t change is a natural prcess influenced by fear t lse jbs and surce f incme. When faced with such massive change and cultural resistance , a cmpany shuld ask itself if it is really necessary t change many f the fundamental rganizatinal factrs, and if the changes can be made with any real expectatin that they will be acceptable and successful. If the answer is 'n', the cmpany shuld seriusly recnsider and refrmulate its strategic plan. Hwever, the difference between suppsedly unavidable failure (e.g. Russia) and excessive cst depends, accrding t the structuralists, largely n the degree f mnplizatin f the ecnmy. As a result, the difference between rthdx market ecnmists and structuralists is mre than meets the eye. A different view f the prblem was prpsed by Twnley (1994) and Dinsmre (1990) suggest that management can vercme the ccasinal disturbance f an therwise steady-state wrking life. These researchers underline thse pst-Sviet Unin cuntries d nt differ frm ther states, s resistance t change can be effectively management by the same tls and techniques applied by internatinal managers t their rganizatins. Nrmal service can be resumed as sn as pssible, if managers are thughtful, supprtive and planned in their apprach. Hwever, we shuld distinguish the temprary resistance envisaged by Twnley (1994) t the mre radical resistance which infrms the beliefs f radical structuralists. If we accept as a basic assumptin that all emplyer-emplyee relatinships are basically explitative, then n amunt f planned interventin will alleviate the belief that the enfrced change t wrking cnditins is inherently alienating in that, in this example, it deprives wrkers f pride in achievement and wnership f their craft r skill. Early examples f industrial cntrl demnstrate the inability f the wrker t exert his r her wn independence. Dinsmre (1990), Humphreys and Brwn (2002), Dawsn (2003) underline that successful prgressin in a career is defined in terms f cmpliance with predictive behavirs as defined by the wners and their agents, the managers. What this suggests is that the interpretatin f change depends n the basic assumptins held by thse wh seek t manage it and thse wh underg it. Actrs always interpret what happens t them in their lives. Hwever, their views may als be gverned by an ethicality that makes it unlikely that they will accept change uncritically. Many cmmentatrs feel that this middle stage is nt particularly well thught thrugh, which may accunt fr its being the least successful. Fr Nadler, the resistance t change is triggered by lss f security and a reductin in the wrker's sense f autnmy and self-cntrl. Familiarity with wrking prcedures brings with it cmpetence and repetitin, allwing rles and functins t be exercised with a minimum f cncentratin. Mastery f functinal cmplexity is dependent n the individual internalizing wrking systems which are then reinfrced ver a lng-term perid f acceptance and cmmitment t perfrmance. Similar t Nadler, Cpey and Hartley (1991), Lines (2004) and Piderit (2000) state that he structure-actr debate prjects us int the realm f subjective interpretatin. Thus, these researchers apply these findings t new industrial envirnment and ecnmic instability. They suppse that wrkfrce in the EU aiding cuntries are apt t resist change because f lss f security and a reductin in the wrker's wages. Ascertaining what basic assumptins are held t be immutable by individuals invlved in change and transitin will be the gauge f whether their respnses can be mdified by adrit and supprtive management systems r whether resistance and alienatin is mre fundamental t their basic beliefs abut themselves, their wrk and their future (Randall, 2001). We will examine the impact f enfrced change n individuals and the differences that such basic assumptins are likely t trigger. Darwin et al (2002), Szamsi and Duxbury (2006) share the apprach that changing systems r prcedures fr individuals evidently brings disruptin t this seamless and well-practiced peratin f human-system interactin. Such change needs t ffer supprt t the individuals whse expertise is abut t be dispersed by change. There must be sme srt f psitive prmtin f the benefits f the prpsed change. There must be supprtive training t enable individuals t cme t the requisite levels f knwledge and skill in the new system and there must be extended available help while individuals settle int the assimilative stage f being familiar with and cnfident in the use f new systems. Thmas (1997) and Cllins (1998) share the psitin that the cst f failing t change apprpriately wuld be serius indeed. In such cuntries as Bulgaria, Rmania, Pland and Russia resistance wuld be futile as the change is t happen and it is nt just a questin f acquiescence but full cmpliance and cmmitment frm all thse affected. Indeed, delay in dispensing with the services f the unwilling culd be interpreted as a signal that resistance will be tlerated. The manager f change is suggested as the agent f jb redefinitin in this scenari. The references t empwerment and autnmy f wrkers t decide hw they arrange their wrk t achieve the bjectives des seem t apply here. Perhaps the new behavirs are s significant that the new culture requires that they be implemented unifrmly and withut variance. Change in this accunt wuld suggest an impsed change prgram f required behavirs, which will be accmpanied by believing and espusing the right underlying assumptins abut the new terms and cnditins at wrk. Here, culture is nt an emergent set f values, which cmes abut thrugh mdified, if managed behavirs. It is a required mindset f beliefs, which will be held like a frmula by all wh want t cntinue t wrk in the rganizatin. This is mre like a religius fundatin than the demcratic mdel f rganizatin. The article by Szamsi et al (2006) examines the main tenets and issues affected wrkfrce in Bulgaria. wrkers, t, are always likely t see thrugh explanatins which glss ver the realities f perceived freedm and autnmy being replaced by greater managerial cnstraint. In shrt, then, yu may feel that Nadler's mdel may find its cntext in functinal change, where the need fr new cmpetence is accepted by individuals and supprted by the cmpany in training and supprt while new cmpetence is acquired. Hwever, it des nt s easily accunt fr vercming resistance t change where change is perceived as a threat t traditinal craft and skill, nr des it ffer change strategies where change is cmplex r cntinuus. In such cases there may be a limit t the kind f change that traditinal training can achieve and sustain.All researchers find that resistance t change is a natural reactin fr mst managers. Managers are used t deal with day t day in a rutine and expected manner. S the pressure fr the need fr stability during the rganizatinal change becmes mre imprtant especially when the planned change des nt prject a 100% success. In sum, the literature review shws that resistance t change is ne f the main prblems in post Soviet Union countries thus different researchers have different views and understanding f this prblem. Burke (1992) and Champy (1995), Burnes (2000), Carnall (1992) and Cch and French (1998) see resistance t change as a natural prcess caused by new scial and rganizatinal circumstances of the developing countries like Poland, Bulgaria, the Chezch Republic and Romania. Nadler (1993), Cpey and Hartley (1991), Lines (2004) and Piderit (2000) see resistance as a natural human cnditins caused by changing needs and attitudes twards the persnal and rganizatinal gals. Majority of the researchers agree that resistance to change is caused by fear of unknown and high unemployment rates in these countries. Thomas underlines economic factors such as privatization which lead to change resistance and opposition of restructuring. Szamosi et al (2006) sees change as a cultural phenomenon of the region affected by unique economic and political conditions. Works Cited Burke, W.W. Organizational development. New York: Addison-Wesley, 1992. Burnes, B. Managing change: a strategic approach to organizational dynamics. London: Financial Times/Prentice Hall, 2000. Carnall, C.A. Managing change in organizations. London: Financial Times/Prentice Hall, 1992. Champy, J. Reengineering management: the mandate for new leadership. London: HarperCollins, 1995. Chonko, L.B. et al. 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Lines, R. Influence of participation in strategic change: resistance, organizational commitment and change goal achievement. Journal of Change Management, 4 (2004), p. 193-215. Nadler, D.A. Concepts for the management of organizational change, in C. Mabey and B. Mayon-White (eds) Managing Change. London: Paul Chapman, 1993. Piderit, S.K. Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes toward an organisational change. Academy of Management Review, 25 (2000), p. 783-794. Szamosi, L.T., and Duxbury, L. Development of a Model of Resistance to Change: What Does the Literature Tell Us International Journal of Knowledge, Culture and Change Management in Organizations, 5 (2006), p. 21-29. Szamosi, L.T., Duxbury, L., and Bitzenis, A. Understanding Employee Readiness to Change in EU Accession Countries: The Case of Bulgaria". (2005/2006). International Journal of Knowledge, Culture and Change Management in Organizations, 5 (6), p. 159-169. Thomas, S. Tales from two privatisations: Russia and the former East Germany. Journal of International Affairs, 50 (1997), p. 505-518. Townley, B. Reframing human resource management. London: Sage, 1994. Read More