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Similar to Why People Resist Change
UNDERSTANDING AND COPING WITH CHANGEUNDERSTANDING AND COPING WI.docx
UNDERSTANDING AND COPING WITH CHANGE
UNDERSTANDING AND COPING WITH CHANGE 2
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Abstract
Progressions are sure to happen and we are certain to adjust, else we die. As normally well said: "Adjust or Perish". The world is always showing signs of change along these lines are innovation, propensities, and mentalities and so on.
The reality of the matter is that individuals dread progressions. Actually, it is liberated intelligence to fear as well as oppose progressions. Whether progressions are, no doubt brought without anyone else's input, a relative, government officials and strategy creators or by managers, individuals tend to take a gander at them with a great deal of concern. There are a ton of theories which now and again may prompt misgivings, dissatisfactions and even a great deal of cases.
The primary motivation behind why progressions produces trepidation is on the grounds that they are connected with instability. While everybody thinks about the changes that will be achieved, it is regularly truly hard to measure the suggestions on such changes. On top of that, different varieties of theories that come about don't generally help in tolerating such changes effortlessly. A change is more often than not arranged, in view of specific conditions overarching around then and these conditions "anticipate" what the change will bring about. In any case, such conditions might themselves no more exist when the change is executed, in this way changing the wanted results.
Notwithstanding the alarm they create, progressions require not so much be awful. Indeed, changes are inescapable, whether great or awful. Yet, a great change for somebody may be awful for another person and the other way around. In all cases, what truly matters is the route in which one adapts to changes.
Cases of progressions in life
Brought without anyone else present: Enrolling for a college course, accepting work, moving occupations, leaving ones folks' home, leaving ones nation, getting ready for marriage, getting hitched, getting to be parent.
Brought by a relative: These incorporate wedding of a relative, a relative going out for another one, a relative leaving the nation, leaving the family business, entering governmental issues, conception or passing of a relative.
Changes in the public eye by government officials and strategy producers: Changing the expense framework, forcing diverse sorts of expenses, giving social helps, changes in laws and regulations, arrangement of clergymen, bans on specific works on, giving allows and licenses to specific sorts of organizations to be set up.
Brought by the managers: Changes in the progression, giving advancements, changing the wages and compensations structure, changing work conditions, changing administration styles, developments in i ...
Change or die!” is thus the rallying cry among today’s managers w.docx
“Change or die!” is thus the rallying cry among today’s managers worldwide. In a number of places in this book, we’ve discussed the changing nature of the workforce. Almost every organization must adjust to a multicultural environment, demographic 263264changes, immigration, and outsourcing. Technology is continually changing jobs and organizations. It is not hard to imagine the very idea of an office becoming an antiquated concept in the near future.
The housing and financial sectors recently have experienced extraordinary economic shocks, leading to the elimination, bankruptcy, or acquisition of some of the best-known U.S. companies, including Bear Stearns, Merrill Lynch, Lehman Brothers, Countrywide Financial, Washington Mutual, and Ameriquest. Tens of thousands of jobs were lost and may never return. After years of declining numbers of bankruptcies, the global recession caused the bankruptcy of auto manufacturers General Motors and Chrysler, retailers Borders and Sharper Image, and myriad other organizations.
Competition is changing. Competitors are as likely to come from across the ocean as from across town. Successful organizations will be fast on their feet, capable of developing new products rapidly and getting them to market quickly. In other words, they’ll be flexible and will require an equally flexible and responsive workforce. Increasingly, in the United States and Europe, the government regulates business practices, including executive pay.
Social trends don’t remain static either. Consumers who are otherwise strangers now meet and share product information in chat rooms and blogs. Companies must continually adjust product and marketing strategies to be sensitive to changing social trends, as Liz Claiborne did when it sold off fashion brands (such as Ellen Tracy), de-emphasized large vendors such as Macy’s, streamlined operations, and cut staff. Consumers, employees, and organizational leaders are more sensitive to environmental concerns. “Green” practices are quickly becoming expected rather than optional.
Not even globalization’s strongest proponents could have imagined how world politics would change in recent years. We’ve seen a major set of financial crises that have rocked global markets, a dramatic rise in the power and influence of China, and dramatic shakeups in government across the Arab world. Throughout the industrialized world, businesses—particularly in the banking and financial sectors—have come under new scrutiny.RESISTANCE TO CHANGE
Our egos are fragile, and we often see change as threatening. One recent study showed that even when employees are shown data that suggest they need to change, they latch onto whatever data they can find that suggests they are okay and don’t need to change.1 Employees who have negative feelings about a change cope by not thinking about it, increasing their use of sick time, and quitting. All these reactions can sap the organization of vital energy when it is most needed.2
Resistance ...
Managing Resistance in Organizational Change
The Management of Resistance to Organizational Change by Faye Loretta Smith, Clemson University
Managing Change
concept of change, nature of organisational change, factors responsible for organisational change, causes for resistance to change, management of change, process of planned change, guiding principles of change
Organizational Change Management PaperContentsYour paper.docx
Organizational Change Management Paper
Contents
Your paper MUST follow this outline:
Identify and describe a failed organizational change
Identify and describe one organizational change theory
Apply the theory above to the failed change above
In General
Strict APA formatting
Minimum three professional sources
Full use of in-text citations
8-10 pages on content
Title page
Running head
Table of Contents
Reference page
Due Date
Due by the 7th class meeting at class time
Late papers will suffer a 10% grade reduction
Managing Organizational Change
By Michael W. Durant, CCE, CPA
The increased pace of change that many of us have encountered over the past ten years
has been dramatic. During the late 1980s, many of us were grappling with issues that we
had never encountered. The accelerated use of leverage as a means of increasing
shareholder wealth left the balance sheet of some of America’s finest organizations in
disarray. Many of our largest customers, that for years represented minimal risk and
required a minimum amount of time to manage, consumed most of our energy. By the end
of 1993, many of these organizations had either resolved their financial troubles in
bankruptcy court or no longer existed.
Just as we began to think the external environment would settle down and our
professional lives would return to a normal pace, many of our organizations initiated
efforts to improve operating efficiency to become more competitive in the world
marketplace.
Competition has heated up across the board. To succeed, the organization of the future
must serve customers better, create new advantages and survive in bitterly contested
markets. To stay competitive, companies must do away with work and processes that
don’t add value.
This hypercompetition has invalidated the basic assumptions of sustainable markets.
There are few companies that have escaped this shift in competitiveness. Entry barriers,
which once exerted a stabilizing force on competition, have fallen in the face of the rapid
changes of the information age. These forces have challenged our capacity to cope with
organizational life.
Permanent White Water
Things are not going to settle down. Many things we used to take for granted are
probably gone forever. We cannot predict with any certainty what tomorrow will be like,
except to say that it will be different than today.
Peter Vaill has captured the essence of the problem of a continuously changing context in
a compelling image - “permanent white water.” In the past, many of us believed that by
using the means that were under our control we could pretty much accomplish anything
we set out to do. Sure, from time to time there would be temporary disruptions. But the
disruptions were only temporary, and things always settled back down. The mental image
generated by these thoughts is that of a canoe trip on a calm, still lake.
However, Vaill explains, in today’s environment, we never get out of the rapids. As soon
as we digest one .
Leading the Change ProcessIntroductionAny experienced business.docx
Leading the Change Process
Introduction
Any experienced business leader will tell you that leading and managing a major change process is one of the most challenging activities a leader can undertake, and it has the potential to be a huge success or a dismal failure. If the process of effective change implementation is well understood and the execution is crisp, the pendulum swings strongly to the side of success. In this module, we will review how humans view and process change, techniques to manage the emotional and psychological framework of change implementation, and the things to consider during execution of the change.
The Psychology of Change
Population estimates show that approximately 20% of people enjoy change and actively seek it out, creating it where it does not exist in some cases. However, the remaining 80% would rather have a root canal procedure than undergo change. What are the differences in how these people view change, and how does that affect a change initiative?
People who enjoy change tend to have high energy, are very self-confident, can be creative and innovative thinkers, and have great faith that they can figure out an answer for just about any situation. They dislike boredom and routine, valuing stimulation and excitement instead. Change can provide these factors. These people are not afraid of change and tend to see it from the positive viewpoint of something to be anticipated, enjoyed, and conquered. One possible characteristic of people who relish change is a history of frequent job changes, around every three to five years. They may also move more frequently than others, enjoying the change of finding a new place, settling in to a new home, and changing friends and co-workers, grocery stores, cleaners, and other such necessities.
People who fear change tend to be more stable and steady, value consistency and reliability highly, see themselves as modest and unassuming, and generally have a strong fear or anxiety around unknown or unfamiliar situations. They prefer regular, routine activities and functions, do not like unanticipated events or unplanned occurrences, and strongly dislike what they think of as chaos. They relish high degrees of organization and predictability in their environments. Once they are comfortable in a job, a location, or a relationship, it is unlikely that they will change without great angst and anxiety. They fear unpredictable situations, exhibiting an underlying belief that they may not be able to manage or cope. They value the opportunity to be careful, analytic, and deliberate in their approaches to situations. They tend to plan carefully and detest disruptions in their daily routine.
How do these concepts apply in the work setting? In most sizeable groups, a small percentage of people will embrace change because it is new, different, and stimulating. A small percentage will resist it with all their might, due to their fears of the change and what it could do to them. The majority a ...
Chapter 4 leading change and innovation
Leading change and innovation
1.roles and attitudes
2. technology
3. strategy
4. economic or people
change process
stages in change process
stages in reaction to change
prior experience and resistance to change
reasons for accepting or rejecting change
ENTERPRISE RESOURCE PLANNING (ERP) AS A CHANGE MANAGEMENT TOOL
Change is not just inevitable it is rapid, frequent and full of complexity. Today’s
business environment is characterized by something called as VUCA (Volatile,
Uncertain, Complex and Ambiguous). Those who don’t change perish. Change is
required not for growth alone, it is needed even to survive. Those who stay glued to
their old, orthodox, traditional and conventional approaches either will stay mediocre
or will be thrown out of the race. Resistance to change is an important management
topic and has been researched in depth by academicians across the globe. The
general observation as it is well known is that people by and large don’t like change.
ERP is one of the highly popular change management tool that has been used by
companies across the globe to integrate and rationalize their processes. The legacy
systems suffered from limitations. They were functioning in a stand-alone, silo mode.
However, this type of working created serious problems of coordination, duplication,
delays and dissatisfaction. Hence ERP emerged as a solution to seamlessly integrate
things so as to make the processes smoother, quicker, leaner and robust. The data
collection, storage and processing capabilities of ERP are huge and can benefit the
organization not only in terms of descriptive and prescriptive analysis but can also
provide ground for predictive analysis. This article discusses the concepts of change
management, resistance to change and then explores the role of ERP as a catalyst of
change.
Mps and agile appendix on change
A big part of process improvement is managing the transition. Many books have been written about how to do this, yet there is a paucity of strategies that can be tied to real life variables. In this Appendix to our book (in translation from Spanish) we explore such strategies and suggest a parsimonious approach whenever possible.
Organizational behaviour
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Change and the Social System by Rose, Sharon & Marilou (Group 9)
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Resistance to organizational change manimegalai.s pondicherry university
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ENTERPRISE RESOURCE PLANNING (ERP) AS A CHANGE MANAGEMENT TOOL
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Why People Resist Change
- 1. Why People Resist Change
- 4. Change curve does happen in most projects – however the “trough” does not have to be dramatic and the shift to a positive position needs to happen rapidly The world famous change curve
- 6. Resistance due to situational variables
- 13. Resistance due to personality variables