Managing Change
In today's' economy, change is all-pervasive in organizations. It happens continuously and often at an alarming and rapid speed. Because change has become such an everyday part of organizational dynamics, it is becoming increasingly important to manage as any resistance to change by an organizations employees can actually cripple the organization. Resistance is, though, an inevitable response to any major change. People will by their nature rush to defend the status quo if they feel their security or status is threatened (Kotter J.P. 1996). If management does not understand, accept and make an effort to work with resistance, it can undermine even the most well intentioned and well conceived change effort (Coetsee L. 1999). Any attempt by management to change without creating and maintaining a climate that minimizes resistance and encourages acceptance and support will be rendered fruitless. The purpose of this paper is to assist in minimizing or alleviating the prevalence of resistance that is being experienced at DCDM due to the structural and cultural changes that are currently taking place. The change process is centered on a significant de-layering and decentralization of the organization. The paper cont
Other examples of coercion include threats of transfer, loss of promotion, negative performance evaluation, or a poor recommendation letter (Robbins S. ends that though change is an inevitable feature in an organizational setting, so too is resistance to change. It is also important to remember that change involves to a great extent, an individuals psyche and each individual is different, his or her perceptions and reasons for resisting are also different (Robbins S. This can lead to individuals resisting change as they fear the loss of power. o Threats to expertise V People feeling that their specialties will be threatened in the new organizational setting. This means that promoting the need for the change is not always sufficient on its own for building support. Even in instances where the arguments for the change are clear, individuals may not trust the motives of those advocating the change (Robbins S. It is describe as an almost inevitable psychological and organizational response that seems to apply to any kind of change, ranging from the rather modest improvements to far-reaching change and organization transformation (Levy A. Each different reason should not be underestimated as all issues raised and the resistances they generate are valid. Either the problem is the proposal for change itself or mistakes made in the presentation of the change (Maurer R. Resistance to change doesn't necessarily surface in standardized ways. The greater challenge is managing implicit or deferred resistance. The purpose of this paper is to address the issue of organizational change at DCDM and the resistance accompanying it and to formulate strategies that can better place the organization to deal with resistance.
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