What is Resistance to Change? What is Organizational Change & how is it beneficial? Why does Manager resist organizational change? What causes Resistance to Change? 1) Individual Resistance -Selective Perception -Habit -Security in Past -Loss of Freedom -Economic Implications -Fear of Unknown 2) Organizational Resistance -Organizational Culture -Maintaining Stability -Investing in Resources -Past contracts & agreements Human And Social Factors Of Change Management of Organizational Change Recommendations for avoid resistance to Organizational Change

1. RESISTANCE TO
ORGANIZATIONAL CHANGE
MANAGEMENT ISSUE

2. INTRODUCTION
• “Resistance to Organizational Change”
• information obtained through Internet, books and journals
• organizational changes its background and reasons of
occurrence.
• The issue selected is a common problem in now a days.
• information of the reasons to the resistance of organizational
changes

3. INTRODUCTION TO THE ISSUE
• The issue selected is a common problem in now a days.
• Example: government agencies
• brings a flow of cost
• brings negative, unintentional and undesirable outcomes
• Some of the negative outcomes of resistance to change includes:
• Working interruptions and delays
• Working inefficiencies
• Wasted intensions
• Decreasing productivity
• Decreasing attendance
• Losing of valuable and skillful employees
• Stressful work
Change Management Learning Center, 2015.

4. • loosen confident regarding the future stability of their organization.
• create a lower morale among the employees
• issues when employing new working teams
• less focuses about their working duties and responsibilities
• reduction of the efficiency levels of the organization.
Negative Effects of Resistance to Change to an Organization, 2015.

5. • important loss of financial assets of investing on employees.
• Mostly the issue of management:
• do not consider about the:
• resource availability,
• government rules and regulations,
• market forces,
• expectations of employees or technology is been ignored.
• do not plan before implementing a change.
• do not develop a clear vision
• ignore to communicate the staged plan to employees.
• do not implement plans mostly concerning about the reason why employees resist
change.

6. WHAT IS ORGANIZATIONAL CHANGE
• Organizational change is a process
• changing their methods of operations
• affects the operations of the internal environment within the organization.
• Increasing performance - main focus of an organizational change.
• create an impact on the productivity

7. • It is similar to going through a revolution
• small change in the operations such as:
• Adding a new employee,
• Modifying a program,
• Implementing a new technology etc.
• Or
• huge change implemented such as:
• Change in mission of the organization,
• Restructuring operations,
• Huge changes in technology,
• Merging of organizations and partnerships,
• Re-engineering programs etc.
• Organizational changes shouldn’t be done for the sake of change.

8. REASONS FOR THE RESISTANCE TO
ORGANIZATIONAL CHANGE
• Includes:
1. Individual resistance
2. Organizational resistance
3. Human and social factors for resistance
Mullins, Management and Organizational behavior, 2005, p. 913-917

9. INDIVIDUAL RESISTANCE
• Includes:
1) Selective perception
2) Habit
3) Security in past
4) Inconvenience and loss of freedom
5) Economic implications
6) Fear of unknown
Mullins, Management and Organizational behavior, 2005, p. 913-914

10. SELECTIVE PERCEPTION
• Resulted by presenting an exceptional image of the real world
• Based on the individual view.
• create an unfair view of a specific circumstance
• Example: Trade Unionist
Mullins, Management and Organizational behavior, 2005, p. 913

11. HABIT
• tendency to answer back to circumstances in a well-known and familiarized way.
• means of comfort and security
• provides a guidance for easy decision making.
• It is not easy for the management to change the habits of employees
• Example: Increase in work hours
Mullins, Management and Organizational behavior, 2005, p. 913

12. SECURITY IN PAST
• cling into a sense of safekeeping in the earlier procedures
• frustrating and difficult situations make employees to seek help from the past.
•
• tend to maintain old and familiar ways.
• Example: in Government organizations
Mullins, Management and Organizational behavior, 2005, p. 913

13. LOSS OF FREEDOM
• officials see as an inconvenient technique
• make the work life more problematic
• Increase of workload
• Gives rise to resistance to change
Mullins, Management and Organizational behavior, 2005, p. 914

14. ECONOMIC IMPLICATIONS
• if compensation or rewards of employees are bargained
• bring more effort with an unchanged payment level.
• More work load duties and responsibilities with lower salary scales
• allocate concentration in maintaining the position quo.
Resistance to change, Management and Organizational behavior, 2005, p. 914

15. FEAR OF UNKNOWN
• unfamiliar techniques
• gives rise to anxiety.
• creates uncertainly for the employees.
• Example: Introduction of new technology
Resistance to change, Management and Organizational behavior, 2005, p. 914

16. ORGANIZATIONAL RESISTANCE
• Includes:
1) Organizational culture
2) Maintaining stability
3) Investing in resources
4) Past contacts and agreements
Mullins, Management and Organizational behavior, 2005, p. 914

17. ORGANIZATIONAL CULTURE
• changes over time.
• culture is “how things are done around here”
• important impact on the operations and performances.
• An unproductive and more traditional culture
• create lack of suppleness
• Example: employees in young generation finds it hard to get used to a
traditional culture
Mullins, Management and Organizational behavior, 2005, p. 914

18. MAINTAINING STABILITY
• The formal organizational structure
• giving insufficient definition of duties and responsibilities
• Example:
• cloke and Goldsmith refer to:
‘The command and control relationship between managers and employees of the
organization generates blindness that creates frustration and reduce the likelihood for
organizational change’.
The End of Management and the Rise of Organizational Democracy, Jossey-Bass (2002), p.5.

19. INVESTING IN RESOURCES
• consume a large amount of resources
• Implementing of new assets such as:
• new technology,
• machinery and employees.
• Example: car manufacturing in a socio-technical approach
Mullins, Management and Organizational behavior, 2005, p. 914

20. PAST CONTRACTS AND AGREEMENTS
• agreements with other stake holders such as:
• customers,
• suppliers,
• government,
• trade unions etc.
• limit the behavior and performances
• Example: Agreements with trade unions
Mullins, Management and Organizational behavior, 2005, p. 914

21. HUMAN AND SOCIAL FACTORS OF
CHANGE
• change must be centered on a strong appreciative understanding
• Employees experience a collection of emotional associations
• they feel susceptible and disoriented by the challenge of change.
• Emotions such as uncertainty can be caused by the management.
• Result is that employees assume changes as distrustful and undesirable cause

22. • Elliot describes change as a “multifarious, mental event”.
• He further explains,
• Effective management change requires a hard working
committed workforce
• But employees are not up to the expectations
• change influence each employee in different ways
. The Challenge of Managing Change’ Personnel Journal, 1990, pp. 40-9

23. • Riches describes:
• During changes any employee experience a sense of loss in means of
losing their job. Riches, A. (2015)
• Bali describes:
• Now a days organizations have recognized the importance of
information technology.
• But implementing will be very difficult with the employees. Bali, R. 1999
• McHugh et al. shows:
• Public sector organizations goes upon unsettling strategic Changes.
• Changes are triggered by senior management
• without the knowledge of employees. McHugh, M., O’Brien, G., 1999,
pp.556-76

24. MANAGEMENT OF ORGANIZATIONAL
CHANGE
• it is the responsibility of the management to manage organizational change.
• Reasons and nature of their resistance should be understood
• Make employees comfortable with change.
• A successful management change is the very important
• It is important for economic performances and competitiveness.
• Innovative ideas for change should not be harmed by the resistance to
change
Management and Organizational Behavior, 2005, p. 915

25. • Make all the levels of management and employees agree change
• Avoid conflicts.
• clearly communicate the vision to the employees
• mission they are going to achieve should be clear to employees.
• Implement strategies to educate the employees about their change.
• measure the degree of success of the specific change.
• have an idea for both successful and unproductive results.
Definition from WhatIs.com. 2015.

26. • Agenda of Christensen and Overdorf
• Makes managers to understand their capability for changes.
• elements affecting the organizational changes:
• Resources – upsurge the probability of surviving with change.
• Processes – Planning and organization of resources,
communication, employees to the production.
• Values – moralities and ethics that the employees set
Meeting the Challenge of Disruptive Change’, 2000, p. 67-76

27. CONCLUSION
• change is unescapable.
• Change is handled in a well-planned and well-organized manner.
• But some sort of resistance to the change should be expected
• Resistance in terms of the individual level or in terms of organizational level.
• Different psychological factors of employees impact for resistance of change.

28. • Individual perception, habits, and thinking patterns give rise to
resistance for change.
• Organizational culture, management control, resources and agreements
determines resistance for change
• Therefore it is concluded that managers are responsible for clearing up
these issues
• decide whether the organization is capable of change or not
• look into the resources, procedures, strategies and value of the
organization.

29. RECOMENDATIONS
 build a team of employees with credibility, education and skills.
 communicate clear enough to the employees.
 trigger actions to motivate employees.
 stick into team management with a co-operate spirit among staff and unions.
 build up a trustworthy and shared commitment staff
 providing benefits and rewards.
 Conduct training and development programs for the employees.