1. The resistance to change is considered as a natural reaction when the employees are asked for the change. The change is uncomfortable and require new or better ways for thinking. The people need to understand about how the change produce anxiety and the uncertainty. Some of the strategy could be to facilitate the participation and the involvement that is set up through the collaborative environment. It includes the constructive strategy with minimizing the resistance to change that is involving the employees and completely seeking participation. The managers also can depend on the staff polling strategy which helps in making attempt towards persuading the resistors for joining the group (Babalola, Stouten & Euwema, 2016). The management co-opt an individual with assigning responsibilities to implement the changes. The coercion process involves the exercising of force for making the change acceptable. The strategy emphasis on the use of fear with direct and indirect threats and involves the harassment, bullying as well. Hence, the co-optation and manipulation involves the factors getting the support, with persuading or influencing the employees to work with change management. The agreement and negotiation is the technique that is involving the negotiation patterns and the bargaining approaches with the resistors of different aspects (Cameron & Green, 2015). It is important to focus on the different factors which will create a resistance:
Hence, the communication and the input is important for reducing the employee resistance. The employee input will affect about how one can implement the changes and then there are leadership teams to handle the changes effectively. The management of the resistance to changes help in minimizing, reducing and then own the changes. The employees should feel about the time, energy and the commitment which is important to be implemented for change that is compensated equally with benefits. It will help in attaining the changes (Ghasabeh, Soosay & Reaiche, 2015). The happy customers and the increased sales includes the recognition from the boss with management of time and energy.
2. The leaders need to focus on fulfilling the expectations with the teams becoming completely disillusioned and unmotivated. There are leaders who need to embrace at the time of leading through change which needs to consider about:
The perceptions of the leaders are shaped at the time of transition and change. There are principles that are outlined above helping leaders to conquer the change management challenge. The communication includes how the work and changes are done which results from the different projects and the initiatives. The advocacy is for the change, where the employees need to look for the supervisors for not only the direct communication but also for evaluating a higher level of support. The managers can only help in supporting and resisting the changes (Karakitapoglu Aygun, Gumusluoglu, & Scandura, 2018). The managers and the supervisor with the change management team need to create target with customized tactics for engagement and then managing the changes first with the managers. The coaching for the employees includes the successful change with awareness, desire, knowledge with the ability to implement the skills and behaviors. The change management resources can help in properly addressing the resistance with enabling the managers to provide data that includes the potential tactics for identifying and managing resistance.
3. The change management strategies help in defining the approach which is needed to manage the change, considering a unique situation of the project. Some of the major factors that could determine the change management success is through identifying change characteristics where the timeline include the changes as per the formalized projects. The assess of the organization attributes is mainly related to the history and culture with impacted groups that involves the developing of a map about how the things are impacted. The strategy could also include the team structure, with the other risk management and special tactics like the team structure that will help in identifying about who will be working on change management process. The change manager is embedded into the team and there is a centralized management supporting a project team as well (Petrou, Demerouti & Schaufeli, 2018). The sponsor coalition helps the leaders and managers to properly describe about the active engagement in leading the change. The primary sponsor helps in authorizing and work on actively and visibly engaging in the changes through the project. The change management includes the groups which are identified in the strategy, specifically for handling the communication plan. The steps are for building and maintaining the sponsor coalition process with change management plans and activities are guided through effective change management. A proper utilization of the structured change management approach comes from initiating the project with engaging senior leaders as active and visible sponsors of change. The expectation of the resistance to change includes the project teams and the change management needs which should work on addressing the resistance and then mitigating it. The preparation for the resistance is about spending time before there is a launch of product for the sources of resistance. There is a need to formally manage the resistance to change which includes the proactive steps detailing about the preparation for change, management of the change and providing a better coaching plan or the training schedule. The plan of the change management will focus mainly on reinforcement with collecting the feedback for properly understanding the adoption of employees and compliance. The evaluation comes with allowing the identifying of gaps and then manage the resistance (Sharif & Scandura, 2014). The phases includes the formal addressing of resistance that ensures about how one is able to deal with the project lifecycle effectively. It includes the management of resistance to change from handling the reactive mechanism to the proactive mechanism. The resistance is observable like complaining and then not attending any type of the meetings for not providing the information or resources. Hence, to be effective at managing the resistance, there is a need to focus on identification of root causes and then understand about the change management practices effectively (Wu & Parker, 2017).
The managers and the supervisors are considered to be the key groups in terms of managing the changes. They are openly supportive for handling a particular change with benchmarking the data for the different roles of managers and supervisors, with times of change.
References
Babalola, M. T., Stouten, J., & Euwema, M. 2016. Frequent change and turnover intention: The moderating role of ethical leadership. Journal of Business Ethics, 134(2), 311-322.
Cameron, E., & Green, M. 2015. Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers.
Georgalis, J., Samaratunge, R., Kimberley, N., & Lu, Y., 2015. Change process characteristics and resistance to organisational change: The role of employee perceptions of justice. Australian Journal of Management, 40(1), 89-113.
Ghasabeh, M. S., Soosay, C., & Reaiche, C., 2015. The emerging role of transformational leadership. The Journal of Developing Areas, 49(6), 459-467.
Karakitapoglu Aygun, Z., Gumusluoglu, L., & Scandura, T. A., 2018, July. How Do Paternalistic Leaders Facilitate Performance?: The Mediating Role of Psychological Capital. In Academy of Management Proceedings (Vol. 2018, No. 1, p. 11465). Briarcliff Manor, NY 10510: Academy of Management.
Petrou, P., Demerouti, E., & Schaufeli, W. B. 2018. Crafting the change: The role of employee job crafting behaviors for successful organizational change. Journal of Management, 44(5), 1766-1792.
Sharif, M. M., & Scandura, T. A. 2014. Do perceptions of ethical conduct matter during organizational change? Ethical leadership and employee involvement. Journal of Business Ethics, 124(2), 185-196.
Wu, C. H., & Parker, S. K., 2017. The role of leader support in facilitating proactive work behavior: A perspective from attachment theory. Journal of Management, 43(4), 1025-1049.
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