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Qu. 2: How and why does resistance to change both undermine and enable organizational change?

Introduction:

 Define what is resistance to change – speak very briefly on how it can undermine yet enable organisational change.

 Look at Structural Change through the lens of Plowman’s Four Types of Change (Presentation 2) and discuss briefly his four (4) types of change – table Format

 Please refer to your articles and briefly describe the issues arising from structural changes undertaken in the respective articles.

 Introduce your approach to the question.

Why

State how Resistance to Change arise from items 1 – 3 demonstrate the Good and Bad in each.

  1. Define culture and show how culture relates to structure – Handy supported by other models are suggested here.
  2. Define Leadership and introduce three (3) basic styles of leadership from those listed, e.g., Autocratic, Democratic and Laissez-faire, Blake & Mouton, Visionary, Hersey & Blanchard, Charismatic, Transactional, Transformational match these and there appropriateness to structure – Transformational should be one (1) of your three (3).
  3. Define Power, Politics and Conflict and demonstrate how organisational structure impacts them. Please note that adjustments can shift the balance of Power and Politics which may result in more or less conflict.
  4. Resistance to change may arise as a result of employee perceptions, e.g., extinction, reduction of power, redeployment etc. – see Presentation 6 for more only use about four (4).

o PLEASE MAKE THE CONNECTION TO HOW SOME OF THESE CAN DEVELOP AND EVEN ENCOURAGE RESISTANCE TO CHANGE.

How

 Speak to Ybema and Horvers article Frontstage and Backstage Resistance to Change

 How the Change is communicated and led.

 The quality of the information.

 The ability of the Change Agent and the sense of inclusiveness.

o PLEASE MAKE THE CONNECTION TO HOW SOME OF THESE CAN DEVELOP AND EVEN ENCOURAGE RESISTANCE TO CHANGE

How do your negotiate Resistance for successful change

 Introduce Lewin’s Resistance to Change.

 Speak to some of the Driving Forces for Change (External & Internal Forces)

 Speak to some of the Driving Forces against Change/Restraining Forces (Individual & Organisational. See Illustration 6.9 below

 Speak to how the Resistance can be decreased to allow the Driving Forces to conquer the Restraining Forces to effect successful positive change.

Conclusion

 Sum up key points

 Make sure and emphasise the importance of the Organisation affording a “voice” to its employees; this is the only way the organisation can gauge and qualify the threat of resistance and treat with it appropriately.

 Finally, state the significance of identifying resistance to change early, utilising the positives from it and seeking to reduce the bad (restraining forces).

 

 

 

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