Reducing Resistance to Change in Oragnization

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Organisational change can be described as a process to move the organisation from current status to future state .The purpose maybe to increase productivity, capability, effectiveness and the organization`s ability. Although change is often necessary and important for organizations and individuals in order to survive or to develop. They typically demonstrate resistance to change. Managers have to develop new ideas to overcome this challenge. (Robbins and Decenzo,2008) The other business environment also involve during this process because of some forces or effects that have to be considered on for change. Such as competitive, economic, political, global, social and ethical forces which are called external forces in theory(Jones,2006) The company must be willing to respond to them in an appropriate way and bring or find new alterations to the organization. An example is BP. This company has been dealing with the explosion that occurred on 20 April 2010.(web1) Huge amounts of oil leaked to the ocean and affected all the environment. Such as wild life in the ocean, the coasts and people`s health who lives around the Gulf of Mexico. Environmental effects were not the only problem for BP. There were world problems too. Barack Obama, president of U.S.A. described the problem as `the worst environmental disaster U.S. has ever faced`( web 2) BP`s prestige was at stake. They tried to find technical solutions to reduce the oil leak and its impact. They decided to announce a future change in the CEO, the American would succeed Tony Hayward.(web3) .The understated British approach had not been appreciated in the U.S.A. From the point of view OF BP this action is the consequence of effects of political and global forces. Under global pressure, the BP shareholders realized that having a new CEO will reduce the pressure from foreign influences. It seems BP is facing important facts that they have to cope with. The management with its new CEO are coming up with significant ideas such as creating new brand with new logos as a part of BP under its control worldwide. This way maybe more effective than selling the oil to customers in this name. So, this is a strategy to stay competitive in energy industrial. After being forced to re-structure the management and redesign their future plans to increase its profit. BP also has to handle the issue of ethical problems. It has been described as `BP revenues to secure fund for damages`. In addition to external forces, internal forces create need for change in organisations. There are forces inside that push management to redesign the strategies, to modify or update systems, to introduce innovative ideas and directions. The most common are leadership and a vision of the possible, performance failure, employee dissatisfaction, workforce demographics and new ideas. (Jeffrey and Linda,2003) Workplace resistance can be illustrated, as in the Royal Mail strike in 2009 in U.K. (Web4) The Postal workers were displeased about `panic-driven cuts` that were being made by Royal Mail. Management had to do things to reduce employee dissatisfaction in other words to reduce the resistance to change. As discussed previously, change is likely to be necessary. It is an organizational reality. Some early management theories are found to enable to make sensible approaches to changing. In order to effect organizational change, `Lewin` s three step model was identified by Kurt Lewin in 1947.(Burke et al,2009).This model is still relevant to planned changed programmes which target improving effectiveness and productivity, modifying or rebuilding the structure, aiming to settle a high quality management system. This model based on three different steps in order. It starts with unfreezing stage which explains the idea of being aware of necessity of the new changes which clarifies that doing things the old way no longer works nor admissible. Changing, the second step is implementing the new ways ,means...
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