Running head: CHANGE MANAGEMENT 1 ORGANIZATIONAL BEHAVIOR (CHANGE MANAGEMENT) 5 Change Management Change management outline Introduction The concern of employees in many organizations in the contemporary times is embracing change. The prevailing situation suggests that a significant number are unwilling to cede from embracing the traditional way of doing things to adopt the new strategies. The innovation of technology is making such change mandatory. However, there is constant resistance halting the progress of organizations (Zafar & Naveed, 2014). In a bid to explore the reality in the workplace that affects relationship amid employees and the management, the study will examine the subject of change. The focus on the paper will be on the implication of behavioral change, technological change and structural adjustments that affects the overall outcome of operations in organizations. Discussion The research paper will examine the reason for people’s resistance to change to facilitate the formulation of strategies that can aid the company president address the problems at the workplace. The objective is facilitating capitalization on change because of its inevitability at the workplace. The study seeks to address the cause of the flexibility in embracing new ideas. The intent is to encourage the formulation of a solution that facilitates capitalization on the change to help the administration realize the goal of participation in a given undertaking (Agboola & Salawu, 2011). The proposals on training and other means of addressing change will feature in the discussion. The study will also highlight the implication of resistance on the progress of organization since scholarly material indicate that inability to adopt to changes is hindering the introduction of new systems for steering organizations operations. The link between technology adaptation and progress of organization will feature in the section. Another subject for redress in the paper is the relationship between the role of leadership and the attitude of the employee towards experimenting with new ideas (Belias & Koustelios, 2014). The exploration will enable the management devise strategies for promoting coordination at the workplace with the intent is inspiring employees towards embracing new ideas. The study will seek to explore the relationship between employees adaptability to new idea to the possibility of integrating new systems into operation for the progress of the organization (Husain, 2013). As things stand, the behavior is affecting the decision to invest in technological resources for use at the company. Presentation I will explain the results using theoretical methods that rely on data collected from the empirical studies examining the trends in the contemporary workplace. The background materials serving as the guide in the study will facilitate the formulation of the hypothes ...

1. Running head: CHANGE MANAGEMENT
1
ORGANIZATIONAL BEHAVIOR (CHANGE MANAGEMENT)
5
Change Management
Change management outline
Introduction
The concern of employees in many organizations in the
contemporary times is embracing change. The prevailing
situation suggests that a significant number are unwilling to
cede from embracing the traditional way of doing things to
adopt the new strategies. The innovation of technology is
making such change mandatory. However, there is constant
resistance halting the progress of organizations (Zafar &
Naveed, 2014). In a bid to explore the reality in the workplace
that affects relationship amid employees and the management,
the study will examine the subject of change. The focus on the
paper will be on the implication of behavioral change,
technological change and structural adjustments that affects the
overall outcome of operations in organizations.
Discussion

2. The research paper will examine the reason for people’s
resistance to change to facilitate the formulation of strategies
that can aid the company president address the problems at the
workplace. The objective is facilitating capitalization on change
because of its inevitability at the workplace.
The study seeks to address the cause of the flexibility in
embracing new ideas. The intent is to encourage the formulation
of a solution that facilitates capitalization on the change to help
the administration realize the goal of participation in a given
undertaking (Agboola & Salawu, 2011). The proposals on
training and other means of addressing change will feature in
the discussion.
The study will also highlight the implication of resistance on
the progress of organization since scholarly material indicate
that inability to adopt to changes is hindering the introduction
of new systems for steering organizations operations. The link
between technology adaptation and progress of organization
will feature in the section.
Another subject for redress in the paper is the relationship
between the role of leadership and the attitude of the employee
towards experimenting with new ideas (Belias & Koustelios,
2014). The exploration will enable the management devise
strategies for promoting coordination at the workplace with the
intent is inspiring employees towards embracing new ideas.
The study will seek to explore the relationship between
employees adaptability to new idea to the possibility of
integrating new systems into operation for the progress of the
organization (Husain, 2013). As things stand, the behavior is
affecting the decision to invest in technological resources for
use at the company.
Presentation
I will explain the results using theoretical methods that rely on
data collected from the empirical studies examining the trends
in the contemporary workplace. The background materials
serving as the guide in the study will facilitate the formulation
of the hypothesis proven as qualitative research.

3. The reliance on figure about projection in the work environment
will aid in the conveyance of the data validating the claims of
the researcher. Statistical tools reporting changes in the
workplace will aid in the projection of the findings concerning
employee behavior and its implication on the economic
prospectus of the company.
I will back the findings with the previous conclusion by other
professionals who explored the current situation in companies
then used their recommendation in affirming the claim of the
study.
The study will conclude with a reiteration of the hypothesis that
change is inevitable in the workplace and the ability of the
employee to adjust affects the outcome of operations.
Resources
The scholarly publication examining the trends in the
contemporary times in different workplaces will serve as the
critical resources for the study. The research will identify peer
review sources with verifiable information as the reference
article for the study.
The researcher will also rely on records of the company and
reports about previous undertaking in the analysis of the present
situation.
The researcher will also infer on ideas of the employees serving
in various departments as the source of information about the
operations of the company.
References
Agboola, A. A., & Salawu, R. O. (2011). Managing Deviant
Behavior and Resistance to Change. International Journal of
Business and Management, 6(1), 235-242.
Belias, D., & Koustelios, A. (2014). The Impact of Leadership
and Change Management Strategy on Organizational Culture.
European Scientific Journal, 10(7), 451-470.
Husain, Z. (2013). Effective communication brings successful
organizational change. The Business & Management Review,
3(2), 43-50.

4. Zafar, F., & Naveed, K. (2014). Organizational Change and
Dealing with Employees Resistance. International Journal of
Management Excellence, 2(3), 237-246
TMGT 361
Assignment VI Instructions
Lecture/Essay
Randomness
What does random mean? It means it wasn’t controlled, that
mere chance cause it (whatever it is). Random is not the same as
merely being mixed, or disorganized, or no discernable pattern.
If I take different densities of different sizes of pebbles and I
put those pebbles in a bottle and I gently shake the bottle, the
pebbles, due to their size and shape and density and how I shake
the bottle will settle. Though I might be able to discern any
pattern, though a different mix of pebbles or a different type of
shaking could result in a near infinite settlings, the settling
wasn’t random. If I use all the same size and shape and density
of pebbles, and I shake the bottle enough that every pebble has
an equal chance of being in every position—now I achieve, or
for all practical purposes, achieve a random arraignment of
pebbles.
Randomness is not achieved unless every possible outcome
(every pebble location, every coin or die toss outcome, every
card that can be dealt) that can occur has an equal change of
occurring. If any outcome has a greater chance of occurring
than another outcome (e.g., heads more than tails on a coin toss)
we know instinctively that something is not right. The reason a
coin toss is considered fair is because it is random, i.e., there is
no impartiality or bias in the event, heads and tails had an equal
and random probability of occurring.
There is an argument that noting is truly random, that if we
enough information we could predict everything perfectly.
Philosophically this may be true but we live in a real world
where multiple forces and sequences of events affect things to
the point where we can’t predict coin tosses (using fair coins

5. and tossing the coins in a random fashion). Numerous, mostly
undetectable and/or uncontrollable forces and imperfections
influence every process and outcome. We cannot make a perfect
circle nor a perfect drill bit. We cannot perfectly repeat every
shot of the basketball. We cannot make two perfectly identical
nails or ballot moves.
Do not think that every mistake or error is random; most are
not; they have a cause, a special, assignable, or attributable
cause (even though we may be unaware of the cause). We
cannot do anything about random error (which may be termed
common cause or expected error). The oldest and core part of
quality as a profession or discipline is to reduce non-random
error. Therefore, it would be very useful to separate random
errors (which you cannot control or eliminate) from non-random
errors. Sometimes the cause of the error leads to an obvious and
clear mistake. Often, mistakes are not clear. Often we don’t
know something is a mistake. Think of the seemingly random
nature of people getting sick before we knew there were germs
and how to pasteurize. There was a cause and we didn’t know it.
Similarly, most actions, products, and processes are affected by
random and non-random error.
Statistics have greatly helped us separate special cause from
common cause error. With statistics, we can be certain of the
probability that something is random or not—we may not know
or every know the cause of the non-random error or how to
prevent it, but we can still identify it. We will learn about
statistical tests in a future lecture. Many tables, charts, and
graphs that we use to make quality decisions are based on
statistics and the probabilities of outcomes. Without, the table
(or the math calculations that created the table) we wouldn’t
know if 2 heads in row is unusual enough that we label it as
non-random. Two heads in a row happens 25% of the time. If
we labeled this as non-random, we would have made a bad
conclusion most of time. Five heads in a row only happens due
to randomness 3.125% of the time. Are we willing to label a 3%
random occurrence as non-random. If I flip a coin 5 times and

6. get 5 heads are you going to accuse me of cheating? If one
hundred people each toss 5 coins, the probability is that 3 of
those people will toss 5 heads. Do you accuse those three of
cheating? Ten heads in a row naturally, randomly occurs
slightly less than 1 time in a 1,000. If the card or lottery player
makes a 1 in a 1,000 or 1 in a billion win, was it cheating?
Maybe. What we would do determine (usually statistically,
based on probabilities) if the outcome was unusual and then see
if the cause can be determined to be random or assignable.
Sometimes we just go with the odds. If I am monitoring a
manufacturing process and something happens (goes wrong)
that only randomly happens 1 in a 1,000 times, the other 999
times it happens it will not be random. If I take action (which
takes time and money and slows production) to fix thing, I will
only being trying to fix something that cannot be fixed (for
random error cannot be changed) 1 in a 1,000 times.
Note the decisions have to be made concerning the above,
decisions that require judgment and non-quantitative reasoning.
· What is an error, mistake, or any other occurrence that I
should be concerned about. We often do not realize what we
should be concerned about.
· How do I detect an error or occurrence of interest?
· The previous bullet is often answered by—how extreme does
my result have to be before I label it as non-random, e.g., 1 in
10, 1 in 1,000? When do I call the coin tosser or card player a
cheat? How certain do I want to be that something unusual
(cheating or other non-random error) is occurring.
Initial Post
See the general assignment instructions for information about
the quality and quantity expectations and evaluation criteria.
VI. Sampling and measurement. Write up the results of the
following, answering the questions, discussing any results and
interpretations.*
a. Get a deck of standard playing cards. Let the deck be the lot
or population (n=52; don’t use the jokers). Shuffle the deck 7

7. times. Assume the king of hearts (the suicide king) is a defect.
A good deck has no defects; a bad deck has at least one defect.
What is the proportion defective based on what you know about
the deck?
Pretend you don’t know anything about the population (the
deck, because in real life you don’t; you only can make
estimates of the population based on samples). Based only on
the sample do the following (remember, you don’t know what is
in the deck, you don’t know if there is a suicide king or not).
Draw a random sample of 4 cards. Did you get a defect? Do you
have a good or bad deck?
Return the sample of 4 to the deck (sampling with replacement)
and draw another sample of 4 and repeat: for this sample, do
you have a good deck or not?
b. Assume a good deck is 25% of each suit (out of 52 cards,
there are 13 each of hearts, spades, diamonds, and clubs). Deal
4 cards. Did you get 25% of each suit? (You can just focus on
one suit if you want; you will learn the same thing.) Why or
why not? Basing your decision only on the sample, do you have
good deck or not?
Put the 4 cards back and reshuffle. Repeat the above. Do this
for a total of 10 samples. Average the 10 sample proportions for
all 4 suits. What can you conclude about a single sample
compared to the population? What can you conclude about the
average of sample proportions compared to a single sample?
What can you conclude about the average of sample proportions
compared to the population?
Draw a sample of 3 cards. From this sample only is it possible
to get 25% of each suit? Replace the sample of 3 and draw a
sample of 1. Repeat with a sample of 5. Is it possible to get 25%
of each suit? What conclusions can you draw from this?

8. With replacement, draw a sample of 10, 26, 51, and 52 (the
entire population). What was the proportion of the suits for each
sample? What can you conclude about the results?
c. Shuffle the deck and put it face down. Randomly remove one
card and keep it face down so that you do not know what card
was removed and which ones remain. Deal a sample of 4 cards.
Do you have a good deck (25% of each suit)? With replacement,
deal samples of 25 and 51. What can you conclude about the
results?
Do all the preceding yourself (you can use someone else’s cards
:). The point is for you to experience first-hand how random
error can and will make the sample results, e.g., the cards you
dealt, be different from the population. With any wisdom and
life experience at all, you already know this. But you might not
have thought about it the way we need to in this class. Note that
you are being prepared to understand the concept and perform a
test (judge or conclude) to see if the results you expect (from
knowing about the population) are similar or not to what you
got in the sample.
Page 2 of 3
Change Management
List of collected resources
1. Agboola, A. A., & Salawu, R. O. (2011). Managing Deviant
Behavior and Resistance to Change. International Journal of
Business and Management, 6(1), 235-242.
2. Belias, D., & Koustelios, A. (2014). The Impact of
Leadership and Change Management Strategy on Organizational
Culture. European Scientific Journal, 10(7), 451-470.
3. Husain, Z. (2013). Effective communication brings successful

9. organizational change. The Business & Management Review,
3(2), 43-50.
4. Lorenzi, N., & Riley, R. T. (2000). Managing Chnage.
Journal of the American Medical Informatics Association, 7(2),
116-124.
5. Zafar, F., & Naveed, K. (2014). Organizational Change and
Dealing with Employees Resistance. International Journal of
Management Excellence, 2(3), 237-246.
Message to a company president
Change is inevitable in all organizations and company. It takes
several forms. It may be due to technological advancements,
organizational structure, human resource needs, changing the
market and industry dynamics, and for competitive purposes
among others. Although the change may be highly recommended
and necessary, human beings tend to oppose changes that
disrupt their normal lives or ways of operations that they are
accustomed. They may also oppose changes due to several other
reasons some of which include selfishness, fear of losing their
positions and privileges, lack of appreciation for the need of the
change itself, and disruption of their friendly interactive circles.
The manager should be prepared to handle the resistant to
change. He or she is the overall in-charge personnel to ensure
that the changes are adopted and implemented accordingly. As
such, he or she should be aware of the reasons that make
employees resist change in order to recognize them and handle
them accordingly.
Resistance to change has the potential to cause loses to the
company in the form of lost opportunity, dragged
transformation, and actual monetary loses. Therefore, the
manager should act decisively and strategically to ensure a
smooth transition that is not marred by crippling resistance.
There are several approaches and strategies that the manager
can deploy to ensure the smooth transition and operations. First,
he or she needs to understand the causes of resistance in general
and the precise reasons that would potentially lead to resistance

10. in his domain. Knowing this information helps the manager to
anticipate and counter resistance accordingly. Secondly, the
manager should be aware of the strategies and approaches of
countering change resistance in his or her subordinates. Some of
these strategies include effective communication to the staff,
involving the staff in decision making, use of change agents,
and training of the staff members. Communicating to the
subordinates effectively helps avoid apprehension, fear, and
confusion that often mar change implementation. Including
them in the decision-making process regarding the change itself
makes them feel appreciated and instills a sense of ownership of
the change. Change agents, on its part, helps the manager
communicate to the staff to alleviate their fear and convince
them that the need is necessary. Change agents also encourage
the staff to accept the inevitable change instead of fighting it.
Training, on the other hand, helps the staff develop skills to use
in the new structure or way of operations. The third strategy
that the manager should be conversant with regarding change is
the manner in which to monitor and evaluate it.
Change cannot be avoided in the workplace. Similarly,
employees are bound to display a certain degree of resistance to
the proposed changes. Therefore, it is the mandate of the
manager to ensure minimal resistance and smooth transition. He
or she should, therefore, be conversant with all the aspects and
matters pertaining to change.