Managing Deviant Behaviour

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Abstract
The paper focuses on how to manage deviant behaviors and resistance to change. Change affects four basic aspects of the company: its strategy, technology, structure and employees. All these present individuals with new situations, new problems, challenges, ambiguity and uncertainty and threaten the status quo. Case study was used to examine practical implementation of change processes in some selected organizations.
It was discovered that change affects authoritative allocation of both human and material resources and encourages competition which heats up the political climate in organizations. Resistance to change might be expressed through deviant behaviors to truncate the process or prevent implementation. The paper identifies proper education, effective communication, facilitation, motivation, negotiation, manipulation, co-optation and coercion as possible methods for managing resistance to change. The use of any of these methods or combination of some, however, depends on the type of organization, nature of resistance and stage of intervention.
The paper concludes that capacity to manage deviant behavior and smoothly implement change is critical to organizational survival. Managing deviant behavior and resistance to change should be accorded strategic importance to facilitate effectiveness and efficiency in organizations.

Key Words: Change; Resistance to Change; Deviant Behavior.

Managing Deviant Behavior and Resistance to Change
Introduction
The world today is changing at an unprecedented rate, and the environment within which organizations operate is characterized by instability resulting from increased global competition, technological innovation and change, limited resources, deregulations and privatization (Carnall 1995). Change is an unavoidable phenomenon arising from the dynamics of environment and it is inevitable for an organization that desires to grow, achieve its mission, vision and objectives. Organizations have to adapt to



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