The resistance to change from the organization comes because of the
a) Structure of the organization
Some organizational structures have inbuilt mechanism for resistance to change. For instance, consider typically bureaucratic structure where jobs are narrowly defined, lines of authority are clearly spelled out, the flow of information is stressed from top to bottom. In such organizations the channels of communication make the new idea difficult to travel and eventually it increases the probability that the new innovation will be screened out because it is not suitable for the structure of the organization.
b) Resource constraints
Organizations, many a times, operate under some resource constraints. If the resources with which to operate are available in abundance, there will be no problem of introducing change. But the necessary finance, material and human resources may not be available to the Organization to make the necessary changes.
c) Sunk costs
The light of some companies is such that the heavy capital is blocked in the fixed or permanent assets. Even though the management in such organizations is convinced of the necessity of change, they may face resource constraints because of the money already suck in the purchase of block capital assets arises because of these sunk costs. Sunk costs are not restricted to physical things alone. They can be expressed in terms of people also overcoming resistance to change.
d) Force field analysis
For every change there are certain forces in favor of the change and certain against the change. A manager should analyze the strength of each of these and reduce the strength of the restraining forces and increase the strength of driving forces. This he can do by proper communication and convincing the people of the necessity of change.
e) Communication
It is always desirable that the manager takes people, especially those who are likely to be affected by the change in confidence before the change is set up. A communication intended to overcome the resistance should have the following characteristics; i.e. should be at an appropriate time; and should be addressed to those who are likely to be affected by the change. If, however, for any reason it is not possible to communicate to all at the people who have influence over the employees should be communicated; That the communication should be honest. It should state:
a. what change;
b. why change;
c. how change;
d. how the change will benefit the organization;
e. how the change will benefit the employees;
f. how the change will affect the organization;
g. what organization proposes to do to reduce the rigors of change on employees;
h. an appeal to all employees to cooperate in setting up the change
i. Deciding what management style to use.
a) Structure of the organization
Some organizational structures have inbuilt mechanism for resistance to change. For instance, consider typically bureaucratic structure where jobs are narrowly defined, lines of authority are clearly spelled out, the flow of information is stressed from top to bottom. In such organizations the channels of communication make the new idea difficult to travel and eventually it increases the probability that the new innovation will be screened out because it is not suitable for the structure of the organization.
b) Resource constraints
Organizations, many a times, operate under some resource constraints. If the resources with which to operate are available in abundance, there will be no problem of introducing change. But the necessary finance, material and human resources may not be available to the Organization to make the necessary changes.
c) Sunk costs
The light of some companies is such that the heavy capital is blocked in the fixed or permanent assets. Even though the management in such organizations is convinced of the necessity of change, they may face resource constraints because of the money already suck in the purchase of block capital assets arises because of these sunk costs. Sunk costs are not restricted to physical things alone. They can be expressed in terms of people also overcoming resistance to change.
d) Force field analysis
For every change there are certain forces in favor of the change and certain against the change. A manager should analyze the strength of each of these and reduce the strength of the restraining forces and increase the strength of driving forces. This he can do by proper communication and convincing the people of the necessity of change.
e) Communication
It is always desirable that the manager takes people, especially those who are likely to be affected by the change in confidence before the change is set up. A communication intended to overcome the resistance should have the following characteristics; i.e. should be at an appropriate time; and should be addressed to those who are likely to be affected by the change. If, however, for any reason it is not possible to communicate to all at the people who have influence over the employees should be communicated; That the communication should be honest. It should state:
a. what change;
b. why change;
c. how change;
d. how the change will benefit the organization;
e. how the change will benefit the employees;
f. how the change will affect the organization;
g. what organization proposes to do to reduce the rigors of change on employees;
h. an appeal to all employees to cooperate in setting up the change
i. Deciding what management style to use.
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