INTRODUCTION

The environment in which organisation do business is always changing. These changes are
brought up by globalisation, the internet age and many other factors. In order to remain
relevant an organisation must embark on some form of change. The change can range from
minor to major changes. The change can be at individual, group and organisational level.
Changes have an impact on the behaviour and attitudes of employees. In most situations
managers implement changes. Effective managers view managing change as an internal
responsible rather than a peripheral one. Organizations that implement change suffer short
term losses but enjoy long time benefit. Change is always for the good of individual, group
and organization. Change is inevitable. The following is covered in the subsequent
paragraphs; the definition of change, forces of change, change agent, change & development
methods, resistance to change and lastly the management of resistance to change.

DEFINITION OF CHANGE

In organisation change can be:

1. Behavioural changes amongst managers and employees in order to achieve drastic
performance improvement.
2. Changing work systems to cultivate a culture of operational excellence and processes
to ensure customer excellence. This can be done in one pf the following
- Autonomous change this is a change in one part of an organisation that is done
independently of the need for change in another part
- .Systematic change a change in one part of an organization that is related to
change in other parts of it.
FORCES OF CHANGE
These are factors that that necessitate change :
1. EXTERNAL FORCES
These originate from outside the organisation.
I.
Demographic characters age , educational background , gender, and
immigration.
II.
Technological advancement.
III.
Market changes for example recession, mergers, acquisition and domestic &
international competition.
IV. Social and political pressures created by social events and politics.

2. INTERNAL FORCES
These originate from within the organisation
I.
Human resource management problems / prospects for example unmet needs,
job dissatisfaction, increased turnover and even suggestions put forward.
II.
Managerial behaviour /decision such as conflict, reward system and effects of
leadership style.
III.
Behaviour of individuals and groups such as low level of morale, absentism ,
resignation and many more behaviours and attitudes.

CHANGE AGENTS
Change agents are those who initiate change. These can be internal (from within the
organization) for example, managers or non managers. Change agents can be form the
external (outside the organization) for example university professors, trainers and consultants
who have a great knowledge of behavioural science
.
ORGANIZATIONAL CHANGE when it can occur
According to Green and Baron 2003 ( fig 16.10 ) based on Beer notion ascertained that
whether or not change will occur depends on people`s belief regarding the relative benefits
and cost involved in making the change the success depend on : amount of dissatisfaction
with the current situation, availability of a desirable alternative and existence of a plan for
achieving a desirable alternative. In comparing the benefits of making change verses cost of
making change if benefits exceed cost then change can be implement but if costs exceed
benefits change is not made.
CHANGE AND DEVELOPMENT METHODS
Change agents use various ways to implement and develop change. The method to select
depends on the objectives the organization wants to achieve. These are some of the methods :
1. Structural approaches
This approach is used when the objective is to achieve organizational effectiveness.
This is done by means of formal policies and procedures. In restructuring the focus is on
creating a flatter and more organic organization. It also include re education.
2. Management by Objectives
This approach has been highly developed and is used in many businesses .Procedures
followed by management by objectives (MBO) approach vary from organization to
organization. When using this method managers and employees jointly set goals and
work towards meeting these goals successfully. In they also meet to evaluate the
outcomes.
3. Re-engineering
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The emphasis of this approach is to create processes, systems and structures that meet
customers` needs efficiently and in an economic manner. Re-engineering consists of
three strategies:
a. Stream lining this involves breaking the core processes which create delays in
operations.
b. Integration this involves the unifying processes or work related activities.
c. Transformation its going a step further and is done by benchmarking. This is in
view of becoming best in class organization.
4. Task and technological Approaches
The focus of this approach is on how work or tasks are being performed. The concern is
on job design (job enlargement and job enrichment). A technological approach is centred
on changes of the flow of work. This can be achieved by changing the office design, use
of technologogy improved work methods and techniques. There is need of training
employees so that they can make maximum of equipment and adopt to the changes in
work system.
5. Human asset approaches
The most valuable asset of an organization is the employees. With human labour the
other factors of production become useless. Whenever there is any form of change in
an organization it is bond to affect employees in one way or the other. Therefore the
human approach helps to prepare the employees for the ongoing change and learning.
Organization change that is effective and everlasting first targets the individuals or
employees. Some of the human approaches are:
a. Team building creation of working groups. This increase team spirit and
performance.
b. Managerial grid.
c. Ethics training business ethics and other ethical issues.
d. Mentoring program
.
6. Multifaceted Approaches : Appreciative Inquiry ( AR ) 4 D`S
It focuses on organization capabilities. It is based on the assumption that employees
know the challenges they are experiencing and that they stand to benefit more if they
focus on what is possible. According to Ivancevich, Konopaske & Mattesson (2005 p
601, exhibit 17, 4) - the framework of AR includes the following phases:
Discovery phase - identifying everything that is considered the best of what is .
This can be done by documenting the positive reactions of customers and people in
the organization.
Dreaming phase thinking about what the possibilities are or what might be.
Employees are made to reveal their thoughts about how good their organization can
be.
Designing phase discussing and analyzed what should be. It involves listening to
others in a highly receptive manner.
Delivering phase after jointly discussing the ideal state of affairs, managers and
employees of the organization are ready to begin implementing the plan. This
involves setting creating clear objectives and direction. What is going to be?
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7. Action Labs
This is meant to be a green house in which change can be created by insulating a
group of decision makers from daily operations and getting them to focus on business
problem. This can be equated to what nowadays phenomenon known as retreat
whereby managers go out to stay in resort places to discuss problems and work out
solutions. They face each other on daily basis.
8. Managing change through power
This is when managers use coercion. They can implement power through control of
rewards and sanctions. Managers also determine the conditions of employment,
including promotion and advancement. It is counterproductive in most cases because
it create resentment. But it is ideal when there is a crisis which calls for urgent action.
9. Managing change through reason
Prior to implementing change , all the necessary information is communicated to the
employees. When the employees understand what the change is all about and what is
in for them. The employees figure out the need of change.
RESISTANCE TO CHANGE
-

Resistance to change is inevitable and whenever change is implemented it must

done carefully in order to minimise resistance. Some of the causes the causes of
resistance to change stems from the organization itself, and this termed
organizational barriers to change.

DEFINITION OF RESISTANCE TO CHANGE

Is an emotional or behavioural response to real or imagined work changes.
Resistance to change is inevitable. Whenever there is change employees are bound to show
some form of resistance. If change is not managed well it is costly. Managers as change
agents must be able to know signs of resistance both in themselves and others. Employees
want to maintain the status quo. Even when not happy with the current state of affairs , they
are afraid that might be disruptive and might make things worse. So they may react to change
quite negatively.

REASONS OF RESISTANCE
This can be divided into two - the individual resistance and the organisational resistance :
Individual resistance
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At individual level the reasons for resistance are :

a.
b.
c.
d.
e.
f.
g.
h.

Loss of position , power , and authority.

Economic insecurity.
Possible alteration of group dynamics
The fear of unknown / uncertainty.
Failure to be recognised.
Fear of failing to cope with change.
Negative attitude towards any form of change.
Peer pressure.
Organizational resistance
-there are a number of forces within the organization that poses barriers to the
successful implementation of changes. These are :
a. the professional and functional orientation of a department : for an example a
certain profession perceive changes from their professional background and
experience. So changes is believed to cause alteration of relationships that impacts the
noms.
b. structural inertia: it creates a natural barrier because organizational structural
arrangement is created in such a rigid manner and that resists change.
c. poor planning and poor timing : It occurs especially when change is implemented
without prior warning. For example when there is no communication prior to change.
Employees tend to hear or impending from rumours/ / grapevine.
d. Peer pressure
This is as a result from other group member influence. This is done in order to protect
the interests of co workers.
e. Personality conflicts
This is due to the personality of the change agent. A manager as a change manager
need to possess certain qualities for example be honest, good communicator, empathy
etc..
f. Climate of mistrust
Usually there is mistrust when employees feel that managers are not being honest.
Employees are starved of information. Mutual mistrust can affect the change agenda.
g. Lack of reward system
Employees resist to change when they see that there is nothing they will benefit from
it. Any change is associated with better wages and form of reward.

RANGE OF INDIVIDUAL RESISTANCE BEHAVIOURS

1. Acceptance to change : employees show enthusiasm , excitement and cooperation
2. When there is indifference: there is empathy, passive acceptance.
3. Some resistance: this is manifested by employees complaining, slowing down, not
learning, teaching others how to resist, teaming with others and resisting, staying
away from work, making purposeful. vigorous resistance is manifestated by
making purposeful errors and sabotage ( exhibit 17,2 , Behaviour in Org by J.
Green and R.A Baron )
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MANAGING RESISTANCE TO CHANGE

There are six strategies for overcoming resistance to change. Before recommending
specific approaches for overcoming resistance there are four key things that must be
kept in mind. These are :
An organisation must be ready to change. An assessment on organisational
readiness is attached.
Top management must communicate the plan for change to the employees.
Do not make an assumption that employees are resisting to change
consciously.
Employees perception and interpretations of change affects resistance.
THE SIX STRATEGIES ARE:
1. Education and communication
Provide adequate information about the change agenda well in time. Employees must
not speculate or hear about it from grapevine. An employee who is well informed
cooperates in the implementation process. Information giving is important although
its time consuming. Tell employees what good the change can bring to them.
2. Participation and involvement
Participation make employees committed. Three things need to be done to win the
heart and mind of employee which includes consultation, work through the plan with
employees and make joint decisions. This will make employees motivated.
3. Facilitate and support
Managers need to be involved in the change process. It must not be left to the
employees alone. They must be part and parcel of the process. There must be seen
doing something and offer support . this support can be inform of tools of work , visits
to work areas and even counselling employees with difficulties in adaption.
4. Negotiation and agreements
Managers and employees must negotiate and agree on way forward especially when
there is indication that individuals or group are going to be affected by the change.
5. Manipulation and co-optation
This is done when all the other approaches would not work or its costly. This is done
by use of formal authority. It is quick and inexpensive but can lead to future problems
if employees see that they have been manipulated.
6. Explicit and implicit coercion
This is a speedy implementation of change. It is done when speed is essential for
example when there is a crisis. This approach is risky if it leaves people mad at the
initiations.
Other approaches are :
7. Shape the political dynamics win the support of the most powerful and influential
individuals in the organization. The reason being that these share the leader`s vision
and fear leaders retaliation. In addition identify and neutralize the resisters.

8. Reward constructive behaviour : give praises whenever someone do something

good and to those willing to learn new things. In addition feedback on how well they
are coping. This shape the desired behaviour.
9. Creating a learning organization : According to Peter Senge , a learning advocate ,
learning organization value continuous individual and collective learning. With
learning employees set aside old ways of doing things and thinking. There is also
involvement of establishing commitment top and adopting informal organizational
structure for example having flatter, cross functional teams and get ride of formal
boundaries.
CONCLUSION
An organization cannot afford not to implement changes. Change is vital for the
survival of an organization in this highly competitive environment. Whenever change
is implemented there are short term losses and long term benefit. Change can be
initiated by managers, non managers or external consultants. Employees react
differently to change. Reaction can be positive when change is initiated at the correct
time. Employees can react in a negative way thus manifestation of resistance to
change. There are many approaches to manage change and the approach chosen differ
from organization to organization as well as the objectives of change. Whenever
implementing any form of change, always know that resistance is bound to occur.
Managers and other change agents must know the manifestation of resistance and
have contingent measures to manage resistance when it occurs.

Reference List :
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