A STUDY ON
MANAGEMENT; RESISTANCE TO CHANGE MANAGEMENT;
OVERCOME RESISTANCE TO CHANGE.
1. INTRODUCTION TO CHANGE 2
a. CONCEPT OF ORGANIZATIONAL CHANGE 2
b. FORCES FOR CHANGE 3
2. CHANGE MANAGEMENT 5
a. PROGRESS THROUGH CHANGE MANAGEMENT 6
b. LEVELS OF CHANGE 7
c. TYPES OF CHANGE 8
d. STEPS IN MANAGING CHANGE 9
e. COMMON FACTORS TO SUCCESFUL CHANGE MANAGEMENT 10
3. RESISTANCE TO CHANGE 11 ...view middle of the document...
In other words, Organization members evolve a tentative set of relations with the environment. They have an adjustment with their job, working conditions, friends and colleagues etc. Change requires individuals to make new adjustments. Hence the fear of adjustment gives rise to the problem of change and resistance to change. Individual comes in to danger. On the other hand, groups resist change where their existence is in danger or a total change in overall work environment is contemplated.
Management of change may be defined as a conscious and concerted initiative bythose who are in-charge of the destiny of the business undertaking or firm to keep a constant and intelligent watch over the behaviour of uncontrollable forces, to assess their impact and influence of the controllable forces, and to evolve appropriate strategies and action programmes to maintain a dynamic equilibrium between the controllable and uncontrollable forces. The controllable forces are those forces about which sufficient information is available. Such forces can be managed easily. Uncontrollable forces are those about which not much is known. These forces exert a powerful influence on the behaviour of controllable forces and limit the scope of managerial action.
1. b. FORCES FOR CHANGE
Organizations encounter many different forces for change. These forces come from external sources outside the organization and from internal sources. Awareness of these forces can help managers determine when they should consider implementing an organizational change. The external and internal forces for change are as follows:
External forces for change originate outside the Organization. Because these forces have global effects, they may cause an Organization to question the essence of what business it is in and the process by which products and services are produced. There are four key external forces for change: demographic characteristics, technological advances, market changes, and social and political pressures.
(i) Demographic Characteristics: Organizations need to effectively manage diversity if they are to receive maximum contribution and commitment from employees.
(ii) Technological Advancements: Both manufacturing and service Organizations are increasingly using technology as a means to improve productivity and market competitiveness. Manufacturing companies, for instance, have automated their operations with robotics, computerized numerical control (CNC) which is used for metal cutting operations, and computer-aided design (CAD). CAD is a computerized process of drafting and designing engineering drawings of products. Companies have just begun to work on computer-integrated manufacturing (CIM). This highly technical process attempts to integrate product design with product planning, control, and operations. Office automation consists of a host of computerized technologies that are used to obtain, store, analyze, retrieve, and communicate information.