Running head: Technology Change, Managing Change and Resistance to Change
Technology Change, Managing Change and Resistance to Change
Managing Organizational Change – GM597
Keller Graduate School of Management
Table of Content
This paper will touch on the topic of technology change and how it affects organization change. This in turn will touch on managing organizational change to ensue the technology is incorporated correctly. We will also discuss resistance to change and how to eliminate resistance and get employees buy in and commitment to change.
Technology processes and programs change very rapidly. It is important for a management to be able to recognize the need for the change and any obstacles that may appear with it. This change could hurt the organization if not implemented properly, by implementing the change too quickly, or met by too much resistance from employees. Literature Review
Change can exist in both the external and internal environments. To be successful in active environments, organizations must be willing to use considerable amounts of energy in examining basic questions to the organization. The growing interest in the theory of planned change and resistance to change has been moved, in part, by the rapid and uncontrolled changes in our culture. Despite great changes, resistance will still be in the areas in that many people want change to occur, thus creating a blockage to the current importance on the change process. Noel Tichy (1982) categorizes the forces that exert pressures for change on organizations in three management areas: technical, political and cultural. Technical refers to pressures for change brought about by changes in technology and economic conditions; e.g., advanced high-tech equipment, changing interest rates, and increased competition. Because of the emphasis on promoting change and reducing resistance to change in the past, less attention has been paid to the need for stability, particularly after a successful change process. However, Lewin (1947) noted the tendency for group performance to slip back to original levels after a period of rapid change and considered stabilization efforts part of the change process. Therefore, when considering change, it is equally important to consider stability and its role in the change process. “As a change agent and building on the theoretical and practical contributions of his predecessors, Ryan (1996) developed a seven-step intervention’s plan (though his intervention plan was specifically geared towards change agents in the public sector, the ideas can be applied to change agents in an organization). The following are practical interventions that managers can utilize in being an agent for change: “1. Setting a new leadership style: Managers should use a new leadership style, called "participative leadership" to describe the involvement of supervisors, managers, and leaders as partners. 2. Creating a shared vision for quality results: Managers need to recognize the importance of involving customers and representatives of the workforce in the command's strategic planning sessions. 3. Establishing process improvement through department teams: Mangers need to value teams. The establishment of teams at the department level can introduce employees to the concept of continuous process improvement and helped them to understand how individual units support the organization. 4. Fostering employee buy-in through empowered work teams: Managers must empower teams through training. 5. Specifying measurements to observe systems in action: Managers need to provide team members training to help them gather meaningful data about their work processes so that analysis and improvement could begin. 6. Incorporating leadership and teamwork-skills training:...
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