This document summarizes organizational behavior and resistance to change. It defines organizational change as a planned or unplanned transformation within an organization, including changes to mission, strategy, technology, operations, or personnel attitudes and behaviors. Resistance to change occurs when changes are not well understood or interpreted, and represents different interests within an organization. The document then discusses reasons for resistance to change such as dislike of change, uncertainty, or perceived negative impacts. It analyzes Kodak as a case study, describing its early success with film but then failure to adapt to digital photography. The document concludes that overcoming resistance to change requires addressing employees' fears, assessments, trust, change methods, and inertia.

1. ORGANISATIONAL
BEHAVIOR
“Assignment on Employees
Resistance towards Organisational
Changes”
Submitted To:
Vijaya Tiwari
(Assistant
Professor)
Submitted By:
Surbhi Hada
(K-13239)
Ashim Roy
(K-13226)

2. Introduction
•To change is to move from present to
future, from known information to
relatively unknown information.
•Therefore change can be defined as, “to
make or become different, give or begin to
have a different form”.

3. Organisational Change
•Involves Planned and Unplanned.
•Transformation in an Organisation
•It is a continuous process
•It is the movement from the current stage to
the future and preferred stage.

5. Example of Organisational
Change
•Mission Changes
•Strategic Changes
•Technological Changes
•Operational Changes (Including structural
change)
•Changing the attitude and behaviour of the
personnel

6. Resistance to
ChangeResistance occurs when the change is not
interpreted well or understood. It is expected
and represents different interests within the
organisation. The Manager's role is to clarify
the meaning of change. Resistance is a very
real and common issue that is faced by
change managers during the process of
change.

8. Why Change is
Resistance?•Dislike of Change.
•Discomfort with Uncertainty.
•Perceived negative effect of interest.
•Attachment to the organisational culture/identity.
•Lack of conviction that change in needed.
•Lack of clarity as to what is needed.

9. Contd...
•Excessive Change.
•Belief that the timing is wrong.
•Reaction to the experience of previous changes.
•Disagreement with the way the change is being
managed.
•Belief that the specific change being proposed is
inappropriate.

10. Case Study On Kodak
(Company)
•In, 1880 after inventing and patenting a dry plate
formula and a machine for preparing large numbers of
plates, George Eastman founded the Eastman Kodak
Company.
•By 1884 Kodak had became a household name after
he replaced glass photographic plates with a roll of
film.
•The product, became user-friendly “as convenient as
the pencil”.

11. •Eastman Identified Kodak’s guiding principles as-mass
production at low cost, international distribution, through
continuous research.
•With the advent of colour technology, the success story
continued as the company invested heavily in R&D and
by 1963 Kodak had become the industry standard.
•Sales increased by launching into new product lines such
as cameras and medical imaging and graphical arts.
Contd...

12. •The company operates through three segments: The
Digital & Film imaging segment provides consumer
oriented traditional and digital products and
photographic services such as film, photofinishing
services & supplies and digital cameras.
•The Health Group segment provides analogue
products that include medical films, chemicals and
processing equipment, and services and digital
products including PACs, RIS, digital x-ray &
hardware supplies.
•The Graphic segment provides provide inkjet printers,
high-speed production.
Contd...

13. Failed Strategies and the Death
of Kodak
•Innovation Failure.
•A Cultural of Complacency.
•Shift to Digital.
•Ignored the Trend.

14. What Kodak Should
Have Done
•Break up the business and sell of the parts.
•Sell the whole print business like a fixed term bond.
•License the brand or the technology.
•Leverage their distribution network and ignore digital.

15. Causes of Resistance
•Fears
•Different Assessments
•Misunderstanding and lack of Trust
•Wrong Methods
•Inertia and low Tolerance for Change

16. Conclusion
“It is not the strongest of the species that survives, nor the
most intelligent, but the one most responsive to change.” –
Charles Darwin
“It’s always going to be continuous improvement. We will
never declare victory.” –Richard Clark, CEO of Merck
The natural tendency, a critical survival mechanism is to
avoid similar dangers creates resistance to organisational
change. Human emotions loss, anger and fear are the driving
forces to resistance.

17. Thank You For
Watching......!!!!!