Discuss about the literature towards managing resistance to changes and the role that leaders or managers play in managing these changes.
In the modern day business, changes are necessary in every organisation irrespective of the industry they are in. These changes must be done as per the requirement of the changing business environment. It is not easier for any organisation to convince people to adopt changes. This resistance often results negatively towards implementing change. Managers and leaders play a very crucial role in eliminating these resistances towards changes. This report provides the literature towards managing resistance to changes and the role that leaders or managers play in managing these changes. This literature is also critically analysed in the later section of the report.
According to Hon,Bloom and Crant, (2014), Changes are taking place in every organisation. There are many people who get involved in this change process and get affected by these changes. Changes put them out of their comfort zones or say they get used to doing this done in a particular way and hence they usually resist these changes. It is the role of the management to make sure that they have an effective plan for managing these changes. The first thing that needs to be done in managing changes is that it has to be simple and the process must be conveyed to each and every associated stakeholder (Boohene and Williams, 2012). Any type of confusion in the planned process leads to failure in effectively implementing alterations. Assumption regarding the change process acts as a barrier for the change. Managers at every level of the organisation have respective and definite responsibility towards implementing changes.
Thomas and Hardy, (2011) has a point of view that changes are imperative. Managing these changes has become critical for the management as they have to deal with various kinds of resistances towards this change. Generally resistance to change is understood as a collateral damage of change endeavours. He also states that the power which an employee has, always acts as a greatest supporter towards change resistance. It is the role of the leader to check that nobody utilises their power as an obstacle to whole change process. Communication can be one of the best ways to restrict such type of unnecessary type of utilisations. In this course, theories of motivation act as an effective tool that helps in managing the resistance to change. Most of the time employees resist change because they get afraid about the consequences that change process will bring to their growth. In this situation leaders must come out and shatter all the speculations regarding the changes. He or she must convey the message as to why the changes have been proposed and what are the possible threats that could come while implementing the change. They also need to propose the ways in which they will stabilise the business if the changes do not go in favour. An alternative plan always empowers companies to make through the downfall that usually arises due to resistance (Pieterse, Caniëls and Homan, 2012).
Starr, (2011) believes that one of the excellent ways of managing resistance to changes is to understand the need of the employees while the changes are taking place. In this regards understanding organisational behaviour is highly important. It helps in keeping the interests of the people in mind at the time when changes are done. Managers need to take feedbacks from the employees so as to understand the challenges that they are facing during the change process. Managers cannot neglect the perspective of the employee just because they do not add to the strategy made. This is the reason why employee relations become important while the changes are going on in the organisation. Adopting a democratic leadership style can be beneficial in this regards. Apart from this it is crucial for the organisations to ensure consensus towards implementing changes. Leaders must ensure that they have a plan for managing the external forces that are resisting change. Thorough research of the external factors that are resisting changes can be crucial making the process smoother.
As per Bateh, Castaneda and Farah, (2013) managing changes effectively cannot be possible without the help of every stakeholder. It is essential that the leaders or managers involve everyone in the decision making process. This adds to the confidence of the employees which is necessary for the accepting changes. Meetings must be conducted between the stakeholders of the company where each and every aspect of the business that will be affected by the proposed changes will be discussion. This makes employee feel that they are important and hence they adds positively towards implementing changes. Resistance to change often leads to poor performance of the employee or say it lower downs the productivity of the workers. This is one of the major reasons why they hesitate to adopt changes. In such situations training can be one of the best tools for managing changes. If the employee understands that they are capable enough to incorporate changes, they go in favour of it otherwise the generally resist it. Training must be planned and should be given to each and every employee as per their own requirement while accepting alterations.
On the contrary Pieterse,Caniëls and Homan, (2012) suggests that for making the change process more effective it is crucial that a leaders makes a team of experienced individual who is having the experience of not only managing change but to persuade the employees. These teams must have members from all the departments and have different kinds of functionalities while the change process is carried out. Working in teams where the check and balance measures are applied can be effective for bringing effectiveness in the work process. Experienced employees may help the new employees in adopting the change. Safeguarding the ethics and values of the company while the changes are implemented becomes crucial (Doppler and Lauterburg, 2013). This is because it helps in protecting the faith of employees towards the organisation. Promoting readiness is highly crucial and it can be done with the help of Lewis’s model of organisational change. In this process they must unfreeze the existing mind-set and create a sense of urgency. This is the reason why the style of leadership becomes important while the change is going on.
Change management refers to a simple approach used by business process to implement the process of change in an organization (Thomas, Sargent and Hardy, 2011). According to different opinions given by people, change management is regarded as good and well as poor activity. The above mentioned literature review provide a detailed information about the views of different authors on the approach of changes management. Resistance to change management is an activity undertaken by the management team of the company who resists to specific change taking place in the organization. When the employees feel that this change will negatively affect to the activities of the company, then they oppose towards change happening in the organization. According to the literature given by Hon, Bloom and Crant, (2014), change is a positive aspect in the organization that brings flexibility and helps the employees to work in diverse situations and come out of their respective comfort zones. But it should be noted that change sometimes negatively motivate the interest of the people of the company. Although, the fact is true that change process increase the capabilities of employees working in the company as it provides scope of innovation and creativity, and improvise the leadership skills of the employees as well. However, as every aspect has two sides so there might be possibility that the reason of resistance of change done by the employees of the company might be relevant. In such cases, if the organization opposes to the shortcomings of employees then the company might deprive themselves from the current position. Further, it should be noted that managers present at different levels have distinctive responsibilities to fulfil, so if these upper class management do not initiate the change management activity then also the lower level employee might resist towards change.
Further, accepting the viewpoint of Thomas and Hardy (2011), it should be noted that as he said that one of the best way to manage the change resistance in the organization is to understand the needs and requirements of the employees of the company. This viewpoint is correct as the employees are the people who implements the change activities in the company but if they are not fully satisfied with the change that the company wants to inaugurate then is some serious issue. It is not right to say that resistance to change is collateral damage of power as sometimes change adversely affects to the image of the company. Power that the employees hold if negatively acts towards the change management program initiated by the company then the top level of the company should on implementing activities that satisfy the employees, not just portray them as a hurdle in the grow of the organization. If the change program does not put the issue of the employees to an end or if they increase problems for the employees, then they will definitely resist towards change (Choi, 2011). The management can escape through this problem by effectively communicating with the lower level management and addressing their issues and confusion related to change management. No code of conduct of the company or change management plan would show effectiveness if the problems of the employees are properly addressed. Communication plays an effective role in change management program.
Similar statements were posted by Starr (2011) that change management is a slow process that requires equal contribution of all the employees of the company. The management needs to effectively communicate with the employees in case they resist, also the management should be take feedback from the employees during the course of change management. This will enhance the skills of the employees and keep them motivated as well. This can reduce the cause of resistance in an organization. Adopting a democratic style of leadership in the activities of the company will effectively manage resistance to change. Further, it should be noted that various frameworks are defined to manage the change activity in the company. On such model of change management is defined in the article of Pieterse,Caniëls and Homan, (2012) that is Lewin’s model. Under this process, initially, the organization unfreezes the system of the company and then implements change management. Soon after this event, when the employees start to adopt the changes in their regular activities, then the company again freezes the system of the company. However, this model is good on papers but in practical scenario, it becomes difficult for the management to implement their goals without addressing the human feelings. There comes situation in the change process when the management should communicate with the employees and listen their views also. But this program does not provide any rule for this event. Resulting to which, the effect of resistance might fail the application of this model in the organization. Further, he said that working together in groups will help the management to resolve problem, but teams can effectively work in group if they have a good leader who has adequate knowledge about the change that the organization wants to implement. Lastly, analysing the literature given by per Bateh, Castaneda and Farah, (2013) it should be noted that if an organization will provide importance to the employees of the company then they can effectively initiate the employees to work on the change management program. Nevertheless, giving more importance to employee can increase problems for the employees of the company.
Conclusion
Thus, in the limelight of above mentioned events it should be noted that resistance to change management cannot be regarded as a negative action, nor it can be called as a positive act. It depends upon the scenario created in the organization, if the change negatively impact the state of employees then the resistance of employees is reasonable otherwise not. The role of the leaders and managers becomes very significant at this time. Use of theories and frameworks can assist managers in making the process lot smoother. The above mentioned task explains the literature review of different authors as well as the critique on their statements issued.
References
Bateh, J., Castaneda, M.E. and Farah, J.E., (2013) Employee resistance to organizational change. International Journal of Management & Information Systems (Online), 17(2), p.113.
Boohene, R. and Williams, A.A., (2012) Resistance to organisational change: A case study of Oti Yeboah Complex Limited. International Business and Management, 4(1), pp.135-145.
Choi, M., (2011) Employees’ attitudes toward organizational change: A literature review. Human Resource Management, 50(4), pp.479-500.
Doppler, K. and Lauterburg, C., (2013) Managing corporate change. Springer Science & Business Media.
Hon, A.H., Bloom, M. and Crant, J.M., (2014) Overcoming resistance to change and enhancing creative performance. Journal of Management, 40(3), pp.919-941.
Pieterse, J.H., Caniëls, M.C. and Homan, T., (2012) Professional discourses and resistance to change. Journal of Organizational Change Management, 25(6), pp.798-818.
Pieterse, J.H., Caniëls, M.C. and Homan, T., (2012) Professional discourses and resistance to change. Journal of Organizational Change Management, 25(6), pp.798-818.
Starr, K., (2011) Principals and the politics of resistance to change. Educational Management Administration & Leadership, 39(6), pp.646-660.
Thomas, R. and Hardy, C., (2011) Reframing resistance to organizational change. Scandinavian Journal of Management, 27(3), pp.322-331.
Thomas, R., Sargent, L.D. and Hardy, C., (2011) Managing organizational change: Negotiating meaning and power-resistance relations. Organization Science, 22(1), pp.22-41.
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