business - 1. Employees and managers may be resistant to...

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1. Employees and managers may be resistant to organizational change for many reasons. Resistance to change is seen throughout the layers of an organization, not just in the rank and file. Farjoun (2010) discusses the balancing the careful relationship of organizational stability versus organizational change and finds that organizational change is necessary in order to maintain competitiveness in today’s competitive markets. Reasons for resistance include: an employee’s fear that they will not be able to learn the new skill set that is necessary to adapt to the change, an unwillingness to change, insufficient support from executive leadership of an organization, a feeling of inadequacy or intimidation by the employee towards the change, amongst others. An employee may fear that they will not be able to learn the new skills needed in order to maintain their position while the change is taking effect. This is evident when a new computer program is implemented, or a new way of record keeping is introduced. This can happen in many situations. As cited in class notes, this was especially evident in the 1970’s when computers and word processors were introduced into the office environment; many secretaries were hesitant to integrate into this change. Many retired during this change within the office environment. Other employees may not feel the support that is necessary to implement the change. Unwillingness to change can develop from feelings of organizational inadequacy, a lack of feeling a role of citizenship within the organization, and/or many other personal reasons. Some employees may be unwilling to change for other reasons. An organization’s culture may not be supportive of change, or may not be supportive overall. This may inhibit change. Any change within an organization requires the full support of executive leadership (Yukl, 2009). It is the executive leadership’s job to support the change, provide training and resources for the change, and to ensure that the staff feels supported and has sufficient communication surrounding the change and issues that may arise during the implementation period. 2. Two types of leadership behaviors: consideration vs. initiating structure can be used in a leadership position in order to lead subordinates. Consideration in leadership is a method that is much more flexible than initiating structure. It is more of a humanistic, considerate method of leadership where the leader is able to consider each individual’s set of circumstances and make executive decisions based on this person’s situation; this could impact the entire group in terms of workload and individual expectations. If an individual is sick or has a family member to take care of during the day, the leader may distribute his or her work to others within the same working group; this will effectively get the job done, but others may view this type of leadership as unfair if that individual consistently does their work without any consideration necessary on their behalf. Initiating structure in leadership is a much more formal method, where the leader gives
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This note was uploaded on 01/30/2011 for the course MAN 5226 taught by Professor Kest during the Spring '10 term at Hodges University.

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business - 1. Employees and managers may be resistant to...

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