Resistance to Change - Resistance to Change HR587-Managing...

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Resistance to Change HR587-Managing Organizational Change Course Project Instructor: Kathleen Milburn Keller Graduate School of Management 06/16/2010 Nga Le Table of Contents Executive Summary 2 Literature Review 3 Force-Field Analysis Diagram 4 Decoding Resistance to Change 6 Working with Resistance 7 Key Elements to Effective Organizational Training 7 Successful Project Management 9 Managers as Resistors10 Managing Resistance 12 Default Option Approach 12 Change Management Models 13 Start Model Approach13 Start Model Incorporation with Congruence Model 16 Compare and Contrast Different Management Models 16 Discussion and Conclusion 18 Works Cited 19 Appendix 20 Executive Summary Every organization at some point in its left cycle needs to change due to external pressure, internal pressure, or to become more competitive among its league. When organization initiate and plan for new strategic, many organizations does not take into account resistance to change as a factor in determine their success or failure. This is a costly mistake that will take years to re-cooperate from as we can see from Apples and IBM track history. In order to understand change within any organization, we need to identify the implementation process of change and its key players. As we look closely in the implementation process, we will see the flaw and success of the initiative change, thus will take us one step closer to finding out why employees resist change within an organization. Perhaps then we can find different solutions as to how to manage resistance to change within an organization. The main area of concern is to understand why employees resist change and how to manage or handle this resistance to change so that new strategic change will have long lasting effects. The first step to managing resistance to change is to find a formula or a diagnose model that best fit the organization or the new strategic change. Each model address different needs and solution, it is the job of the stakeholders and project manager to appropriately diagnose the
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resistance of change. Once resistance of change has been diagnose, there should be a contingency plan to address and properly manage these resistances to change. In accordance with the findings in this research paper, some of the resistances to change were due to poor leadership and management skills that most organizations are unaware of these situations, which caused increased in turn-over rate and decrease in morale within the organization. When we say poor leadership and management skills—we specifically meant poor skills in managing progression of new strategic change and managing resistances to change as they are relating to those changes. The other part of why people resist changes is due to certain fear factors such as job security, unclear directions of organization, fear of decrease in salary or authority, etc. We will discuss all of the stated reasons of why employees resist change within organization and how to prevent or manage these factors so that practicing manager can have
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This note was uploaded on 12/18/2011 for the course HR HR1515 taught by Professor C.f.bernasconi during the Spring '11 term at Keller Graduate School of Management.

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Resistance to Change - Resistance to Change HR587-Managing...

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