The ability of organizations to adapt and change has become a central research issue focusing on the complexities of regulatory, political, technological and social changes. So central, in fact, is change to the study of organizations. Today, it is common place to note that the volatility of changes confronting organizations has dramatically increased. In light of competitive uncertainties the notion of planning for the future is constantly changing. Organizational change and the environmental turbulence of the modern market economy have brought about a need to re-define the meaning of change agent’s role in change management.

1. http://www.iaeme.com/IJM/index.asp 42 editor@iaeme.com
International Journal of Management (IJM)
Volume 7, Issue 1, Jan-Feb 2016, pp. 42-49, Article ID: IJM_07_01_004
Available online at
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© IAEME Publication
ROLE OF MANAGERS AS CHANGE
AGENTS IN MANAGING RESISTANCE TO
CHANGE
Dr. Ejaz Ahmed Qureshi
Director, Poona Institute of Management Sciences & Entrepreneurship,
Pune, Maharashtra, India
Mrs. Anjum Usama Sayyad
Assistant Professor, Poona Institute of Management Sciences & Entrepreneurship,
Pune, Maharashtra, India
ABSTRACT
The ability of organizations to adapt and change has become a central
research issue focusing on the complexities of regulatory, political,
technological and social changes. So central, in fact, is change to the study of
organizations. Today, it is common place to note that the volatility of changes
confronting organizations has dramatically increased. In light of competitive
uncertainties the notion of planning for the future is constantly changing.
Organizational change and the environmental turbulence of the modern
market economy have brought about a need to re-define the meaning of
change agent’s role in change management. For employees in today’s market
economy the importance of a “change” is becoming less significant. More
important is their employability and the marketability of skills. Employers are
both subject to changing demands of external environments, as well as the
resulting changing organizational structures implemented as reactions to
changing environments. This generates the need for existence and survival of
change agents in organizations to help employees overcome resistance to
change. Hence this research is conducted with a view to identify the sources of
resistance to change and manager’s role in managing this resistance to
change.
Key words: Change Management, Change Agents, Resistance To Change,
Pharma Companies.
Cite this Article: Dr. Ejaz Ahmed Qureshi and Mrs. Anjum Usama Sayyad.
Business Role of Managers as Change Agents in Managing Resistance to
Change. International Journal of Management, 7(1), 2016, pp. 42-49.
http://www.iaeme.com/IJM/issues.asp?JType=IJM&VType=7&IType=1

2. Role of Managers as Change Agents In Managing Resistance To Change
http://www.iaeme.com/IJM/index.asp 43 editor@iaeme.com
1. INTRODUCTION
Change management is a structured approach for ensuring that changes are
thoroughly and smoothly implemented, and that the lasting benefits of change are
achieved.
The focus is on the wider impacts of change, particularly on people and how they,
as individuals and teams, move from the current situation to the new one. The change
in question could range from a simple process change, to major changes in policy or
strategy needed if the organization is to achieve its potential. In order to manage
change successfully, it is therefore necessary to attend to the wider impacts of the
changes through change agents. As well as considering the tangible impacts of
change, it's important to consider the personal impact on those affected, and their
journey towards working and behaving in new ways to support the change.
Change management is, therefore, a very broad field, and approaches to managing
change vary widely, from organization to organization and from project to project.
Many organizations and consultants subscribe to formal change management
methodologies. These provide toolkits, checklists and outline plans of what needs to
be done to manage changes successfully.
2. CHANGE AGENT DEFINITION
A change agent is a person from inside or outside the organization who helps an
organization transform itself by focusing on such matters as organizational
effectiveness, improvement, and development. A change agent usually focuses his
efforts on the effect of changing technologies, structures, and tasks on interpersonal
and group relationships in the organization. The focus is on the people in the
organization and their interactions.
A change agent is basically a consultant, either from within the organization or
brought in as an outsider. They often play the role of a researcher, trainer, counselor,
or teacher. Sometimes they will even serve as a line manager. While some change
agents specialize in one role, most will shift their roles depending upon the needs of
the organization.
One of the most baffling and recalcitrant of the problems which business
executives face is employee resistance to change. Such resistance may take a number
of forms—persistent reduction in output, increase in the number of “quits” and
requests for transfer, chronic quarrels, sullen hostility, wildcat or slowdown strikes,
and, of course, the expression of a lot of pseudo logical reasons why the change will
not work. Even the more petty forms of this resistance can be troublesome.
3. RESEARCH DESIGN
The research is designed to apply force field analysis which means to diagnose the
individual situation and to identify forces for and against change and also to
recommend strategies to reduce resistance to change.
This study focuses at the area of change management in groups especially how
people react to change and how managers/ organizations can work to facilitate the
change process. On the successful completion of this study, the question: “How to
improve the effectiveness of change management by identifying the forces to change
and by reducing resistance and motivating employees towards change with the help of
change agents.” will be answered. Research will be carried out to examine

3. Dr. Ejaz Ahmed Qureshi and Mrs. Anjum Usama Sayyad
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respondent’s opinions about change. The study also attempt to propose suggestions
for a more successful change implementation in Pharma Companies in Pune region.
4. OBJECTIVES
1. To verify whether managers are real change agents that drive the vehicle called
“change” in the organization.
2. To find out whether change process is practice and strategies followed up by
organizations in managing change.
3. Does the change agent play a vital tool in the process of resistance to change.
5. RESEARCH METHODOLOGY
A survey on change management was carried out in the select pharmacy organizations
of Pune Region. 25 Pharma companies were taken into study where in 2 managers
and 4 employees from each organizations responded to structured itemized
questionnaire. Separate questionnaire was designed for managers as change agents
and employees. The sample size was 50 managers and 100 employees.
For a start, big pharmaceutical companies are no longer providing the service they
once did.
"The system has served us well in terms of developing good new medicines, but in
the past 10-20 years there has been very little breakthrough in innovation," says Dr
Kees de Joncheere at the World Health Organisation.
This dearth of genuinely new potential blockbuster drugs is a grave problem for
big pharmas, and of course society at large, particularly given the industry is falling
off a patent cliff the like of which it has never seen bringing many environmental and
structuraal changes in the organization which further impacts individuals both
physically and psychological
The third in the Pharma 2020 series outlines a confluence of dynamics that lead to
a new marketing and sales system with a smaller, more agile and smarter sales force.
The pharma industry is no longer being rewarded for incremental innovation.
Companies will need to demonstrate that their brand adds value to patients and they
will have to offer a package of products and health services that the market not only
wants and needs but is willing to pay a premium for. The paper highlights some very
strong facts related to the need for Pharma to change in order to sustain future growth
and performance. This report outlines in some detail how changes in the business
environment will be and provides pharma companies with indicators of organizational
and operational structure that could influence their success and readiness to compete.
Some of the major sources for response to changes in pharmacy companies
according to the study are:
1. Loss of loyalty: in the form of loss of motivation to work and increased errors
2. Loss of purpose in organization: Resistance can hinder the organization main goals
and existence
3. Lack of freedom: employees to be given more freedom in decision making

4. Role of Managers as Change Agents In Managing Resistance To Change
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Sources of RTC No of responses Percentage
Loss of loyalty 38 38
Loss of purpose 40 40
Lack of freedom 60 60
100 100
Figure 1
With the above analysis it is exhibited that 60% of majority employees view any
kind of change from a negative point of view as its results in their loss of freedom to
work, freedom in decision making. 40% also are of the opinion that introduction of
change in the organization results in loss of purpose to the organization because of
high resistance from employees.
However the restraining forces of change are viewed differently by managers and
employees in the following manner:
Restraining Forces For Change Managers Employees
low Starting wages 17 45
wage revision 8 18
working conditions are dirty and dangerous 12 22
working morale is low 5 12
attitude towards the company is negative 8 3
50 100
Figure 2
38%
40%
60%
Sources of RTC
Loss of loyalty
Loss of purpose in
organization
Loss of freedom
low Starting
wages
wage revision
working
conditions are
dirty and
dangerous
working
morale is low
attitude
towards the
company is
negative
Managers 17 8 12 5 8
Employees 45 18 22 12 3
0
5
10
15
20
25
30
35
40
45
50
Responses
Restraining Forces

5. Dr. Ejaz Ahmed Qureshi and Mrs. Anjum Usama Sayyad
http://www.iaeme.com/IJM/index.asp 46 editor@iaeme.com
Thus we analyze that the difference in perception towards the restraining forces by
managers and employees. We can highlight that starting wages is a matter of concern
for both the respondents for restricting change followed by filthy working conditions
and low morale existing within the organization to accept change.
The restraining force act as a reason which create resistance among employees in
case of introducing and implementing change. One of the vital tools in response to the
above forces is COMMUNICATION. Communication is paramount when trying
to raise the level of understanding in the organization. The key to communicating is to
use multiple platforms and ways to communicate change. Hence from the study we
could conclude that the following areas are witnessed in the Pharma Companies:
Communication in Change Mgt No of employees Percentage
Existing Barriers 10 10
Widely Spaced 10 10
Easily Handled 5 5
Chaotic and Relax 20 20
Clarity about the requirements 55 55
Total 100 100
Figure 3
We can infer that 55% respondents believe that communication pattern in pharma
companies are unclear and lack transparency. Whereas 20% respondents are of the
view that communication systems is chaotic and relax which prohibit two way
communications in the system.
6. RESPONSES OF CHANGE AGENTS
1. Association of change with dislodgement and uneasiness
Change is
associated with
dislodgement
and uneasiness
%
Strongly
Agree
42 84
Agree 3 6
Neutral 2 4
Disagree 3 6
Strongly
Disagree
0 0
50
Figure 4 Source Primary Data
10%
10%
5%
20%
55%
Communication in change mgt
Existing Barriers
Widely Spaced
Easily Handled
84%
6%
4%6%0%
Association of change with Dislodgement and
uneasiness
Strongly
Agree
Agree
Neutral

6. Role of Managers as Change Agents In Managing Resistance To Change
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Interpretation
We can conclude that 84% change agents are of the view that change is positively
associated with dislodgement and uneasiness as change disturbs employee
contentment and grind down their status quo.
2. Managers play vital role in managing resistance to change
Managers vital role
in managing
resistance to change
%
Strongly
Agree
20 40
Agree 10 20
Neutral 7 14
Disagree 3 6
Strongly
Disagree
10 20
50
Figure 5 Source Primary Data
Interpretation
We can analyze that 40% respondents strongly agree to the fact that change agents
play a vital role in managing resistance to change. Followed by 20% respondents
agree with the statement. Change agents act as a medium from unfreeze to refreeze
stages in change management process. However 20% respondents strongly disagree
with the fact as they consider that leadership is more vital in change management.
3. Change to be driven, bottom up and top down
Bottom up and Top
down change
%
Strongly
Agree
10 20
Agree 12 24
Neutral 8 16
Disagree 12 24
Strongly
Disagree
8 16
50
Figure 6 Source Primary Data
Interpretation
We find that equal percentage of respondent’s i.e. 24% agree and disagree with the
aspect of change driven both bottom up and top down. Therefore we can analyze that
continuous improvement in effective change management is possible through internal
control systems as change is radical in nature.
40%
20%
14%
6%
20%
Managers role in managing resistance
to change
Strongly
Agree
Agree

7. Dr. Ejaz Ahmed Qureshi and Mrs. Anjum Usama Sayyad
http://www.iaeme.com/IJM/index.asp 48 editor@iaeme.com
4. Manger shows direction of change better than outsiders and consultants.
Direction by
managers better
than consultants
and outsiders
%
Strongly
Agree
12 24
Agree 10 20
Neutral 10 20
Disagree 10 20
Strongly
Disagree
8 16
50
Figure 7 Source Primary Data
Interpretation
We could identify that employee in pharma companies look out for direction from
their managers in support of change as change agents other than consultants and
outsiders. As well as same number of employees disagree with the statement. We
could identify a mix of response from the employees which further create a question
who will lead a change process in pharmacy sector.
5. Change improves productivity
Change Improves
Productivity
%
Strongly
Agree
28 56
Agree 10 20
Neutral 5 10
Disagree 7 14
Strongly
Disagree
0 0
50
Figure 8 Source Primary Data
Interpretation
From the above graph it is evident that any type of change introduces in pharma
companies improves productivity of employees as accepted by the respondents. This
shows that employees in pharma sector are ready to welcome change.
7. CONCLUSION
Finally it is concluded that we should further recognize that we are living in the
globalization era, or the Global Age. According to this statement it must be clear that
the new economy sets new standards of success and opportunities for pharma
companies which are related to forming strategic alliance, new technology use,
experiences and knowledge exchange among businesses and similar. Leadership and
management skills, such as visioning, prioritizing, planning, providing feedback and
24%
20%
20%
20%
16%
Direction by managers better
Strongly
Agree
Agree
Neutral
56%
20%
10%
14% 0%
Change improves Productivity
Strongly
Agree
Agree
Neutral

8. Role of Managers as Change Agents In Managing Resistance To Change
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rewarding success, are key factors in any successful change initiative. This is
something that pharma companies must not ignore in the future and the supervisors /
managers should play vital role in change phenomenon as change agents.
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