Managing Resistance to Change

Paper Summary:

There is a strong correlation between organizational change and the subsequent stress and resistance that characterizes employee responses to the change. There are several forms of change organizations experience including mergers, product or target market change, workforce expansions or deletions, technological change, and outsourcing initiatives. The idea of organizational change invokes fear and disbelief amongst employees and results in resistance and stress when the perceived changes are believed to have a negative impact on individuals, workplace climate, or the organization. This paper explores individual resistance to change, potential sources of stress, and the consequences to organizations. It also identifies remedies to effectively manage resistance to change and stress.

Outline:
Abstract
Resistance and Stress
Consequences
Solutions
Conclusion
References

From the Paper:

"Today's organizations must undergo significant philosophical, practical, and personnel changes in order to compete globally in an unregulated and unpredictable environment. As inevitable changes are implemented, managers will face resistance and stress and must be prepared, in advance, to minimize the impact of change on employees. This will require strategic planning and inclusion in all aspects of the change process. Managers must be cognizant that employees maintain connectedness to organizations by identifying with the agency's core essence, history, motivation, passion, and purpose."

Sample of Sources Used:

• Cocheo, S. (1999). Variations on the carrot theme. American Bankers Association. ABA Banking Journal, 89(8), 18-21.
• Darcy, T., & Kleiner, B. H. (1993). Leadership for change in a turbulent environment. Logistics Information Management, 6(2), 5-10.
• Gilbert, J. A., & Ivancevich, J. M. (1999). Organizational diplomacy: The bridge for managing diversity. HR. Human Resource Planning, 22(3), 29-40.
• Reger, R. K., Mullane, J. V., Gustafson, L. T., & DeMarie, S. M. (1994). Creating earthquakes to change organizational mindsets; Executive commentary. The Academy of Management Executive, 8(4), 31-47.
• Tiong, T. N. (2005). Maximizing human resource potential in the midst of organizational change. Singapore Management Review, 27(2), 25-36.

More papers on Managing Resistance to Change:

• Term Paper # 147516 : "Employee Resistance to Change"
• Case Study # 116980 : "Managing Large Scale Change"
• Analytical Essay # 136656 : "Effective Management and Organizational Change"

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