UNIVERSITY OF WALES INSTITUTE CARDIFF

What strategies can be undertaken to handle resistance to change by the employees in the fast food industry in UK. And how human resource strategies can help to reduce the employees resistance? (Case study of Mcdonalds) * A Dissertation Submitted to the Cardiff School of Management of UNIVERSITY OF WALES INSTITUTE CARDIFF in partial fulfillment of the requirements for the degree of MASTERS OF BUSINESS ADMINISTRATION By Roohi Ahsan * London May 2009

ABSTRACTS

This dissertation explains and investigates change in the organization and its impact (resistance). Change is a constant phenomenon. In the current world of business change is what is happening every day due to external and internal forces and demand. Human nature has the built in instinct to resist any change in their life and work place. Resistance could be physiological or active. In the process of change in any organization, it is the managers and employees who play the role of driving force and restraining force. Therefore to bring change successfully, human resource strategies of the organization have the duty to prepare people for any upcoming change with the aid of development and training. Where managers define as the change agent HR strategies are the use tools for successful change management. This dissertation evaluates change and change management with the aid of literature. It also explains nature and sources of resistance and strategies, to overcome resistance. Research also explores the role of HR strategies for effective management which contribute to successful change management. Primary data for the research was collected from McDonalds managers and employees, which enable the researcher to come to the finding s and conclusion. As the research area is also related with other field of business there is a high scope for further research

Acknowledgement:

First of all I would like to specially thank to my Allah who give me the patience to do this research. Secondly, I would like to thank my family and my parents. Also I would like to say that I am very grateful to my respectable and dearest supervisor, and my course leader, DR. Rajendra Kumar for his valuable advice, spending a generous time and excellent moral support. Without his support I may not be thinking to do this dissertation.

TABLE OF CONTENTS

CHAPTER 1: Introduction ...................................................................07 1.1 An over view of change.......................................................................07 1.2 Research Background . .......................................................08 1.3 Rationale for the chosen topic.............................08 1.4 Research Questions ....................................................... ....................09 1.5 Research Objectives........................09 1.6 Structure of the Research....10 CHAPTER 2: Literature review...11 2.1. Literature review: an overview.11 2.2. Defining change ...11 2.2.1. Forces of change ....12 2.3. Theories of change management ......14 2.3.1.Force Field Theory .....17 2.3.2.The modern version of Lewins theory...19 2.3.3. Kotters integrative model of organisational dynamics.20 2.3.4. A congruence model of organisations.22 2.4. Defining resistance.25

2.4.1. Sources of resistance in the implementation stage 25 2.4.2. Sources of resistance in the formulation stage of change... 26 2.5. Kotter and Schlesingers Choosing Strategies27 2.5.1. Kotter and Schlesingers Overcoming Resistance...27 2.6. HR action to reduce resistance..29

CHAPTER 3: Research methodology34 3.1. Research methodology ...34 3.2. Research philosophy ..34 3.3. Research classification ...35 3.4. The nature of the data collection.37 3.5. Significance of Research.38 3.6. Research process .39 CHAPTER 4: Data presentation and analysis...41 CHAPTER 5: Findings and recommendation...55 5.1 Conclusion.......................55 5.2 Recommendations 58 5.3. Scope for further research60 References ...61 Appendix.67 List of Figures & Tables List of Figures 2.1 Figure13 2.2 Figure16 2.3 Figure.18 2.4 Figure..21 2.5 Figure...23 2.6 Figure...31 2.7 Figure33 3.1 Figure36 3.2 Figure38 3.3 Figure.39 4.1 Figure.....41 5

4.2 Figure..42 4.3 Figure43 4.4 Figure.44 4.5 Figure.45 4.6 Figure..46 4.7 Figure.......46 Table 3.1 Table.35

Chapter 1 Introduction

Change and change management they work side by side in the modern world. Change in management brings the change in organization, which is called organization development. Manager plays leading role in any organization. In change, management change and resistance are the enemies of each other; change in management means the ways of doing things are going to be change in the organization. In any organization, when change comes, management face so many problems. Change in the organization could be economical, political, cultural, technological, environmental and Competition. Employees can bring the change. When change comes it brings the resistance with it. Resistance means the negative sign in the employees in any organization. Change in management brings the change in the organization. To bring any kind of change in the organization HR professional or managers plays the most important role. Human resource professionals help to identify and implement processes for change. Ulrich (1997) defines the metaphor for work in this role as change agent. As change agents, HR professionals have to be prepared for any organizational change. Often, change must be a processed in the past. For the HR professional as change agent, honouring the past means appreciating and respecting the tradition and history of a business while acting for the future.Change agents is clearly part of the value-added role of HR professionals as business partners. According to Ulrich (1997) one of the key roles of a human resource (HR) professional in an organization is to manage transformation and change. He describes the overall transformation as entailing fundamental and cultural change within the firm and that human resource professionals managing transformation become both cultural guardians and cultural catalysts. Ulrich defines the purpose of change in a business as the ability of an organization to improve the design and implementation of initiatives and to reduce cycle time in all organizational activities.HR professionals duties include understanding critical

processes for change, make change happen, build commitment to those processes, and ensure that change occurs as intended. Transforming an organization is the ultimate test of leadership, and understanding the change process is essential to many aspects of a leaders job. The concept of the requirement for change has taken a convincing hold in organizational systems. Furthermore, it is a fact that attacks all aspects of the human survival and stands as a substance that must be contained and understood.

1.2 Research Background The research background of this dissertation is change management in the organization. Change in management brings handling resistance to change in organization, which is called organization development. Manager play leading role in any organization. Change in management means the ways of doing things going to be change in the organization. In any organization, when change comes management face so many problems. Change in the organization could be economical, political, cultural, technological, environmental and Competition. Employees can bring the change. Background of this research carries one more important element which is Human resource strategies, how to help to resolve this problem. This research will explain all those problems, when management bring the change its must, employees will resist thats the reality, which strategies Mcdonalds human resource consultant will use to cope with this situation. 1.3 Rationale for the chosen topic Rationale for the chosen topic is researcher wants to become the change management advisor. From researcher point of view, Change is the backbone of the organization. When change comes in organization, to reduce the employee resistance, management need to consult with Human resource department of the organisation, here researcher got one more advantage; researcher will more know about the human resource strategies Change is interesting topic, in 21st century all over the world getting development in every field of life. In 19th and 20th century, where the labour was working, now days latest

technology take their place its not like that labour been finished but the ratio is going to reduced, then insecurity comes in the workers in any field. When change comes, than it bring resistance in the employees, researcher wants to find out management and human resource strategies how to cope with this situation. 1.4 Research Questions Researcher will examine the few questions in this research. Q#1: Examine what changes manager can bring in the organization. Is it true that managers are the change agent? Q#2: Examine when change comes why do employees resist the change? Q#3: Can human resource strategies can help to reduce the management and employees resistance and if so what human resource strategies can be undertaken?

1.5 Research Objectives For researcher the objectives of this research are: (a) Evaluate management roles and attitudes toward implementing change.

(b) Identify resistance from the employees to change in the fast food. (Mcdonalds) (c) Examine dynamic efforts of human resource strategies to reduce resistance in change management. To meet the objectives of this research, researcher will examine relevant organization and the literature available in the field of change management. The objective of this research, researcher wants to bring the change advisor in the future, because in the global world, every thing is changing, when change comes than it bring the challenges.

1.6 Structure of the Research Structure of this study based on five chapters: Chapter 1 will describe the research background, why researcher chose this topic. What motives and objectives was behind to choose the topic? Chapter 2 of this study based on the literature, which will be based on theories of change management and secondary data, that will make the right direction, of this study. In this chapter researcher will take the literature from books, articles, and journals, official websites. This chapter will present the literature and analyze . Chapter 3 will represent the research methodology; researcher will use books for considering nature of research method. In this chapter, researcher will explain which method would be appropriate to collect the data for research. With the help of the primary data and literature review researcher will develop a questionnaire. This questionnaire will use in the McDonalds. This chapter represent analysis of data collected and findings of the research. After analyzing the data, researcher will make the summary of this research; afterwards with the help of this research, researcher will develop the conclusion of this summary. With the help of the conclusion, research will make recommendations of this study.

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Chapter 2 Literature Review This chapter will provide a detailed literature review. The literature review helped frame the initial focus of this study, as well as focus the data analysis Swanson & Holton, (1997). Literature reviews help researchers limit the scope of their inquiry as well as act as a benchmark for comparison purposes. According to Creswell (2003) literature reviews provide a framework for establishing the importance of the study. According to Swanson and Holton (1997), Research is a process having a specific type of outcome. Outcomes of research are new knowledge, obtained through an orderly, investigative process. Typically the research process begins with attempting to solve a problem, which is done by asking a question and identifying a solution or, in essence, drawing a conclusion. 2.1 An overview of change The focus of the research is to reveal the elements of resistance in the current change management system both in practice and theory. This chapter is organized according to the various components of resistance to change and reducing resistance with the help of human resource strategies of the organization.

2.2.Defining change Change is the metaphysics of our age . Organizational theorists like Drucker (1995) stated, change is a constant in all contexts. Change can be defined from an organizational development perspective. Pendlebury,j et al (1998) demonstrate change as change is troublesome to organizations, and it is quite disruptive to the individual. The effect of change on individuals is

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significant. In many respects, it is the emotional dimension of resistance that must be managed throughout the life of the change event. Vigorous emotions can be removed through the process of change within organizations . In fact, scholars argue that every act or event of change will draw some type of resistance -- resistance that will clear itself in emotions such as fear and anger, denial, avoidance, and resistance. Change can be so disturbing that even individuals directly unaffected by a change initiative can be affected through survivor guilt. according to Noer (1997) survivor guilt or sickness may be experienced by individuals indirectly affected by change and may serve as a significant source of resistance for individuals . 2.2.1.Forces of change Change depends on two forces, which could be external and internal forces. If managers, employees or we can say organisations think about about these forces, than they can implement on change successfully. The forces for change are : External Forces Technological change (Manufacturing Automation, Office Automation). Demographic change (Immigration,Age, Education, Gender, Skills) Organisations need to manage the diversity effectively if they are to receive maximum contribution and commitment from employees. Social and political pressure(War, Values, Leadership). Internal Forces Human resource prospects(Unmet needs, Job dissatisfaction, Absenteeism and staff turnover Productivity Participation) Managerial decisions. Human resource prospects (Unmet needs, Job dissatisfaction, Absenteeism and staff turnover Productivity Participation Managerial decisions (Conflict, Leadership, Reward system, Structural reorganisation) the needs for the change. Bullens, et al (2006)

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The Wider Environment Social Values

Task Environment Customers and markets

Regulatory groups

The Firm Process Factor What is done (task) How things are done (technology) People factors Workforce diversity Workforce Behaviour

Economy

Competitors For markets For resources

Technology

Suppliers of Inputs

Demographics

Figure 2.1 : Triggers to change Source: Corlett,Forster, (2004), analysing self and Organisation Part 2: Analysing Organisation, pp-654, 1st edition by Pearson Education Limited.

Technological Change Technological change in the organisation is critical, for thee primary reasons. 1- Competitors use technology as part of major success strategies. 2- Technology driven is everywhere and always present.

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3- Value capture from new technology is challenging and never guaranteed. According to Ettlie,J (2000) Most of the time, we hold technology as a constant, because its convenient. The more change in technology of products, services, and operations, the more change in administrative procedures, new strategies, new organisational structures, and new operating procedures will be required to successfully capture the potential benefits of the venture. The failure of technological change typically occurs when either too much technology is adopted too quickly or not enough technology is adopted to stay ahead of competitors. Cultural Change Culture examines societys values, norms, believes, symbols. Organisational culture, is the concept to analyse that the organisation can be very useful for focusing on the more behavioural and attitudinal aspects of the organisational life. Organisational culture is the social aspects of our employing organisations. Scheins (1985) state the typology in the Steve ellis& Penny Dick book. Scheins developed the following typology for cultural analysis The organisations relationship to its environment (belief that relate to the broader environment) The nature of the human activity (beliefs about what the core activity of the business should be) The nature of the reality and truth The nature of human nature (beliefs about what people are like) The nature of human relationships (beliefs are about how people should relate to one another both hierarchically and horizontally) Homogeneity versus diversity (beliefs about similar or diverse the workforce should be) Ellis,& Dick ( 2003)

2.3.Theories of change management There are many change models that are used to aid experts in implementing change. These models can be broken down into two types of change theories that organizations can use: radical and incremental. Within each of these approaches there are various models and processes.

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Radical change approaches include, but are not limited to, six sigma, quality function deployment, and re-engineering. Radical change models are used to jump-start an organization and are also used when a culture change is required. Dyer (1994) explain radical change , In a conventionally Midwestern family business atmosphere, change is likely to be more heavily resisted than in other organizations because the feelings adjacent to the change tend to be deeper and more intense, and previous research shows that family values, goals, and relations deeply influence strategic change in family-oriented firms . Incremental change approaches include, but are not limited to, Kurt Lewins model, Beckhards change model, Kotters transformation model, and the Bridges transition model . Incremental change models are related with improving the existing system and operate within the current business model. All these models have a stage of unfreezing of the current behavior, a change being introduced, and a stage of refreezing the new behavior, or else they begin with the identification of the current state, the desired state, and the blocks and barriers that exist between the two. According to Kotter (1996) certain conditions need to be met in order to bring about effective change. These conditions on what is known to contribute to the failure of change efforts. Kotter also states that producing change is about 80% leadership (establishing direction, aligning, and motivating and inspiring people) and about 20% management (planning, budgeting, organizing, and problem-solving). In most change efforts he has studied, the percentages have been reversed. While there are some examples of successful change efforts, so leadership or management works as a change agent within the organization. Vago (1999)In a planned change effort, change agents are professionals who influence and implement the change; they are critical to the success of a change effort . Recent studies indicate that static change models are being replaced with dynamic change models that reflect the discontinuous nature of organizational change. In other words, change does not occur at a steady rate even though in the past organizational theory has written about steady or static models. A review of the literature Senge, (1990) reflects the need for organizations to be able to continuously adjust as well as to allow for learning to take place. According to Schein, (2004) Culture change inevitably involves unlearning as well as relearning and is therefore, by definition, transformative thus:

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Schein (2004) also suggested learning leaders must be well connected to those parts of the organization that are themselves well connected to the environmentthe sales organization, purchasing, marketing, public relations, legal, finance, and R&D .must be able to listen to disconfirming information coming from these sources and to assess the implications for the future of the organization.

Cummings &Worley, (2001) state that Kurt Lewins three-stage change model is the root of change management. Lewins change model consisting of the following steps: 1) unfreezing the old behaviour (or situation), 2) moving to a new level of behaviour, and 3) refreezing, the behaviour at the new level. Lewin viewed the change process as a fundamental alteration or change in the forces that kept a system in stasis .According to Lewin, an organization will go through the process of making preparations for change, developing the force for change, implementing change, and then will strive to re-establish stability or reach stasis. Recent theorists have considered change according to developmental change, transitional change, and transformational change (Anderson &Ackerman-Anderson, 2001).

Unfreeze

Change

Refreeze

Figure 2.2 Kurt Lewins three-stage change model of change.

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According to Van de Ven and Poole (1995) Organizational change is an empirical observation in an organizational entity of variations in shape, quality or state over time. Kaestle (1990) states in A New Rationale for Organizational Structure, that there are fundamentally two drivers for organizational change: 1) a dynamic marketplace and, 2) information technology. Nadler (1997) argue strongly for the case of new technologies and new markets. Jick (1995) identifies competition and the aspirations to gain and maintain competitive advantage a key Impetus for change . Change is initiated via external sources such as cultural and political factors. In short, additional external factors like globalizing markets, technology, politics, and communications are all sources of change (Nadler, 1997).

2.3.1.Force Field Theory Force Field Theory is the pioneer theory of change management, the theory was developed by Kurt Lewin. Schein (2002) explain Kurt Lewin theory, how change is influenced by two opposing factors driving and restraining forces that work against each other to sustain a state of stability .At the same time as driving forces uphold change, restraining forces resist the driving forces and thus hold back change. When these forces are balanced, a state of quasi-stationary equilibrium is achieved (Figure).

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Equilibrium

Driving forces Restraining forces (

Figure2.3 : Lewins Force Field Theory

The term quasi-stationary equilibrium was used to describe the stable routine of day-today activity, rather than just equilibrium which implies a state of rest (Perseus Publishing Staff, 2002). According to Schein (2002), Any living system is always in a state of some change (growth, metamorphosis, or decline), but all systems are homeostatic in that they always tend toward some kind of equilibrium (p. 35). To explain the quasi-stationary state, Lewin used the analogy of a river flowing at the same velocity and direction over time. Although the river is not at rest, it flows consistently at the same rate and thus is stable. A shift in velocity or direction, however, would constitute a change. To bring about change, either driving forces need to be added or restraining forces must be diminished. Adding more driving forces is likely to be paralleled by higher aggressiveness, higher emotionality, and lower constructiveness than if restraining forces were reduced; therefore, the latter is a more desirable course of action . In addition, adding driving forces is likely to result in new restraining forces as people try to maintain a state of 18

quasi-stationary equilibrium (Perseus Publishing Staff, 2002). In this study, force field theory provided the theoretical framework for the variable of resistance to change in that it posited the tendency for groups to maintain a state of stability with restraining forces (i.e. resistance) resulting when driving forces that promote change are introduced. 2.3.2.The modern version of Lewins theory Neito,(2006) described the graceful of Lewins theory is the critical analysis if it is to be helpful to HR professionals. To start by means of, it is affective and how easy to get the agreement of employees regarding a change process. Even though if the change is important, but people will not accept the change easily, thats way the first stage Unfreezing takes more time rather than other stages. Next process is Change, this process will be by itself, but this process should be managed properly. If this process is managed properly there are incentives and benefits (easy wins) during the change process, end of the day this process will give the positive support. Finally, the last stage is Refreezing which should be critically evaluated in 21 st century. Mid of the twentieth century WeberIan bureaucracies may have been refreeze after change, the modern similarity force be more likely slush. Changes in employees, task, technology and structure the sociotechnical theory are more common, the concept of refreezing may not be a suitable image for recent change succession. Neito,M. describes in his book, Human resource strategies are influenced by external and internal factors. Change successful depends on the concern and growth on the employee relations and interpersonal relationships. Human resource professionals should consider the change processes are likely to meet resistance and that is more efficient to consult with staff and expand teamwork than to oblige changes. Present workers should therefore invest in special development to enhance their long term employability. Neito,M (2006) To understand the process and the nature of change in the organization, it is important to understand how organization works in the complex environment of external and internal forces. According to Hayes. J(2007) Open structure theory predicts that changes to any one of the internal and external elements of an organisations will source changes to other

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fundamentals. Hayes. J(2007) adopt from kotter (1980) the integrative model of organisational dynamics. 2.3.3 Kotters integrative model of organisational dynamics The six main elements in Kotters model are: External environment, based on the direct task related environment and the wider environment (which includes the political system, economical system etc). Employees and other tangible assets, as well as building cash and all other stuff and inventories. Formal organisational arrangements which system is operating and job design Social system, which is based on organisations culture and social structure. Technology is the main product of the organisation. Dominant coalition Goals, strategies of those who control to make the plane. According to Hayes.J (2007) adaptability is very important because it determines whether the organisation will be able or not to maintain the require degree of alignment over the long period. For the long period, the main purpose of change management needs to be ensuring, that the structural basics of the organisation are as adaptable.

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Social system culture

Emplo yees and tangibl eaaaa assets

Technol ogy, methods

Key organisational processes Information gathering Communication Decision making Matter energy transportation Matter energy conversion

Formal organisa tional

External environ ment,

Domina nt coalition

Source of potential behaviour and constraint Impact on Figure: 2.4 Source: Hayes,J.(2007) The theory and Practice of Change Management (2nd edition), pp47, by palgrave Macmillan.

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2.3.4. A congruence model of organisations A substitute open system model, planned by Nadler and Tushman (1982) states in John Hayes book, also point out the effect of the congruency of the elements of the organisation, and shows the effectiveness on the organisation. Additionally, it puts more pressure, on the role of strategy, because any organisation based on the strategy as well. Congruence model depends on the four classes of input: Environment : Environment as well as based on wider culture, within which the organisation operates, thats the backbone of the organisation. Environment is a part of financial institutions, supplies, markets. Its overall the system of the organisation, which is based on the external and internal environment of the organisation. Environment provides the strength and opportunities that the organisation has to compete with. Resources : Resources like as raw material, liquid capital, labour, technologies. History: History is very important for the organisation, because past strategic decisions and development of central part values and patterns of leadership can affect the present model of organisation. Strategy: This input gives the direction how the organisations resources can be used to be the advantage in relation to the opportunities, and demands of the environment. Successful organisations are those that are able to support themselves with the help of external environment and move themselves to take advantage of any environmental changes. Nadler and Tushman (1982) argue that strategy defines the task of the organisation. Strategy is effective to the organisations behavioural system. They recommend that the goals of strategy measure the organisations performance. Nadler and Tushman define the major components of the transformation process as: a- Task, can be viewed in terms of obstacle, predictability, interdependence a skill demands.

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b- Individuals, those are the members of the organisation and their reaction capabilities, intelligence, experience, training, skills, attitudes, expectations etc. c- Formal organisational performance that include all the mechanisms used by the organisation to direct, control behaviour or formation. d- Informal organisation, as well as informal group structures, the quality of inter-group relations, political processes, etc.

Transformation process

Inputs Environment Resources, Strategy History

Informal organisation

Outputs

Task

Formal organisation

Organisation Group, Individual

Individual

x Figure:2.5

Feedback Source: Hayes,J.(2007) The theory and Practice of Change Management (2nd edition), pp52,by palgrave Macmillan.

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Like Kotter, Nadler and Tushman argue that any useful model of organisations must go beyond only providing a simple sketch of the tools of the organisation and consider the dynamic relationships that exist between the various tools. They define congruence as the degree to those the needs, goals, objectives and structures of any one tool of the organisation are reliable with the needs. Their general theory is that, other things equal, the greater the total degree of congruence between the different tools the more efficient will be the organisations behaviour. Figure summarises the congruence model and the bold double headed arrows specify the six fits between the components of the transformation process (the internal organisation) These are: (a) Individual - Formal organisations for example to what extents are individual needs met by the formal organisational arrangements? (b) Individual Task for example, to what extent do individuals have the skills required to meet task demands and to what extent do the tasks satisfy individual needs? (c) Individual informal organisation for example, to what extent does the informal organisation satisfy the needs of individuals or make best use of their talents? (d) Task formal organisation for example, to what level are the formal organisational arrangements enough to meet the demands of the task? (e) Task informal organisation for example, to what point does the informal organisation make sure to task performance? (f) Formal informal organisation for example, to what level are the goals, rewards and structures of the informal organisation reliable with those of the formal organisation? Mostly tools that Nadler and Tushman desire to focus on are different to those that figure in kotters model. All models are overview of the real world, and the usefulness of the particular model, in the context of the change management. Schneider state in the book of john hayes, Internal and external alignment promotes organisational effectiveness because the various elements of the system strengthen rather than upset each other, thereby minimising the loss of system energy and resources.

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2.4. Defining resistance Resistance to change is not rigorously related to organizations management and leadership. It is a problem embedded in the very nature of its organizational members. In any case, resistance to change is a significant factor that must be understood in the organizational context. Individuals can arrive at a psychological state where major change can no longer be absorbed. According to psychologists, change can trigger emotional experiences such as depression, mania, irritability, anger, disturbing or obsessive thoughts. According to Conner (1995) the main sources of individual resistance to change are: lack of trust, commitment to the status quo, belief that the change is not feasible, economic threats, relative high costs, loss of status and power, and threats to values and ideals . Tushman and OReilly (1997) state that despite the inevitability of change and its necessity for survival, it presents serious dilemmas to anyone serious about the notion of change. Change is disruptive to organizations .That is undeniable. Change is not helpful to an environment of stability; it precipitates more and more disruption wooing business leaders to a critical deadlock. One cannot have both stability and change; they are conflicting forces. Pascal,R et el (1997), state, surveys confirm that executives have begun to give revitalization a high priority.however, most of their efforts to achieve it have met with frustration partly because large organizations have such a remarkable capacity to resist change of all kinds.

2.4.1. Sources of resistance in the implementation stage According to Klein and Sorra (1996) implementation of any change in the organization is the significant step between the decision to change and the regular use of it at the organization. In implementation stage more resistance groups can be found. The main resistance is with political and cultural locks to change. It consists of: Implementation climate and relation between change values and organizational values, considering that a strong implementation climate when the values relation is negative will result in resistance and opposition to change and forgetfulness of the social dimension of changes ( Schalk et al., 1998).

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Last but not least, a set of five sources of resistance with different characteristics are According to Rumelt, (1995) leadership inaction, sometimes because leaders are afraid of uncertainty, sometimes for fear of changing the status quo ;embedded routines ;collective action problems, specially dealing with the difficulty to decide who is going to move first or how to deal with freexxriders ,ack of the necessary capabilities to implement change capabilities gap and ,cynicism (Reichers et al., 1997). 2.4.2.Sources of resistance in the formulation stage of change To understand resistance in the prosess of change in any organisation, we need to focuse on the very fast formulation stage of change. It includes: inability of the company to look into the future with clarity . According to Morrison and Milliken, (2000) organizational silence, which limits the information flow with individuals who do not express their thoughts, meaning that decisions are made without all the necessary information . denial or refusal to accept any information that is not expected or desired ( Rumelt, 1995). Low motivation for change, sources are: Direct costs of change , is the cost of change that brings success to a product but at the same time brings losses to others, so it requires some sort of sacrifice. According to Rumelt (1995) the need for a change is compensated through the high rents obtained without change with another different factor, so that there is no real motivation for change. According to Lorenzo (2000) past failures, leave a pessimistic image for future changes. Waddell and Sohal (1998) identified different interests among employees and management, or lack of motivation of employees who value change results less than managers value them).

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2.5. Kotter and Schlesingers Choosing Strategies Choosing Strategies for Change an article of Kotter and Schlesingers (1979) explain causes for resistance to change. Organizations frequently experience employees resistance when change is introduced. A lot of time fear and an unwillingness to take risks delay potential development, progress and success. Kotter and Schlesinger suggested four reasons employees resist change: parochial self-interest, misunderstanding and lack of trust, differing assessment and low tolerance for change. According to Bolognese (2002). close-minded self-interest describes employees that recognize personally loosing something of value .Lack of trust and misunderstanding are also causes of resistance to change (Kotter & Schlesinger, 1979). Most of time employees are unable to understand the plan and believe they are giving more and receiving less. Another cause of resistance to change differing assessment is. This happens when members evaluate the circumstances differently from leaders and then determine costs exceed the potential positive outcomes from the change. Kotter and Schlesings last suggestion for member resistance is low tolerance for change. Members are afraid of their inability to acquire different skills and behaviors needed in the new setting, and this creates resistance in performing . 2.5.1. Kotter and Schlesingers Overcoming Resistance Kotter and Schlesinger (1979) branded the following six approaches which address how to handle resistant members:

(a) Education and communication (c) facilitation and support

(b) Participation and involvement (d) negotiation and agreement

(e) manipulation and co-optation and (f) explicit and implicit.

The first approach, education and communication, involves teaching members in advance of a potential change. It is the simplest way to overcoming resistance to change.

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Communicating a different perspective allows members to understand the need and reason for change (Bolognese, 2002). Kotter and Schlesinger (1979) suggested when educating members use face-to-face discussions, group presentations and reports. Participation and involvement includes placing potential resistors in the implementation process . About the leader in the organization Thalheimer (2005) suggested when resistance members become participants in the change, the leader should listen to the individuals involved in the change and apply their recommendations. When managers realize that they lack knowledge in specific areas to plan and implement a change or committed members are needed, involving others is good judgment. However, involving members in every change effort or never allowing participant involvement is unrealistic. However, often, this procedure prevents any resistance. Kotter & Schlesinger (1979) suggested another approach to overcoming resistance is facilitation and support. Leaders should provide support for members when needed. Supportive procedures include offering new skills training, providing time off following stressful periods, listening and offering emotional support. Bolognese (2002) explain that when fear and anxiety is the root cause of resistance facilitation and support is very helpful. However, hard leaders often disregard this type of resistance. The facilitation and support approach is time consuming and requires to fiance training programs. This approach does not always prevent resistance. Next, the process of negotiation and agreement involves providing incentives to current and perceived resistance members (Kotter & Schlesinger, 1979). Negotiation is suitable when, with certainty, an individual will suffer loss due to the change (Bolognese, 2002). Manipulation and co-optation are also strategies for overcoming resistance to change (Kotter and Schlesinger, 1979). This procedure involves leaders privately attempting to influence members. Manipulation, in this sense usually suggests choosing selective information for a specific use, and intentionally planning events (Robbins, 2003). Cooptation is a form of strategy. Co-optation is not participation because the leaders do not want suggestions from members. Instead leaders seek endorsement from members. It normally involves appointing an individual to an important position in the planning or execution of the change. Finally, explicit and implicit coercion deals with leaders intimidating resistant members. Often leaders must manage resistance coercion. Members are forced to comply with the

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change by direct and implied force, such as, losing a position, forfeiting a promotion or termination (Kotter & Schlesinger, 1979). Similar to the manipulation approach, putting demands on members can become a dangerous process due to members developing resentment. However, when change is crucial and unpopular, coercion may be the only option available to leaders. 2.6. HR action to reduce resistance Human resource management strategies can play an important part to reduce resistance among the management and employees. According to Schein (1999) the organizations who will be successful in the future will be the ones that continuously adapt to change. And human resource is the department that deal with it. Schein (1999) added that forces for change in the competitive environment are diverse and increasing. Managing change should be viewed as a continuous activity and not a series of events. Organizations should assume organizational change will and should be continuous within its environment. According to the Harvard Business Review on Change (1998), Despite the very best effort of senior executives, major change initiatives often fail. Those failures have common root: Executives and employees see change differently. Form the senior managers point of view change means opportunityboth for the business and for themselves. On the other hand for many employees, change is seen as disruptive and intrusive . Managing Uncertainty Organisations have struggled to cope with uncertainty due to the apparent inability of human resource planning to cope. New form of employment flexibility have been utilised in addition to traditional method s in order to manage the size, costs and skills components of the labour force.Conceptualisations of flexibility have been provided through an examination of the ambiguity of the term. .Leopold,j et al, (2005)

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Training and learning Training and learning is the main tools for HR to prepear management for any upcoming change in the organization. According to Beardwell and Claydon (2007) the role of formal training in organisation today appears to have declined significantly. Firstly, the speed with which skills requirements change in some sectors means the formal time consuming, to deliver efficiently as required. Secondly, the growing recognition of Human resource development as a tool to achieve competitive advantage has raised awareness of the need of the embrace learning as a central strategic concern and to be part of the culture of the organisation. Employees, employers, managers, leaders, government, European and international bodies, customers and Human resource development specialist consultants all of them needs more training for the future. Equal opportunity Equal opportunity, means changing workplace behaviour in the areas of discrimination, sexual harassment and affirmative action to ensure that all employees have equal access to fulfilling and productive working lives. Wright,N (2003)

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The three key concerns of equal opportunity

Equal Opportunity Changing workplace behaviour and culture to ensure that all employees have equal access to fulfilling and productive working lives

Workplace Discrimination Workplace decision about people made on criteria irrelevant to the reasonable performance of their wor work work

Sexual Harassment Unwelcome sexual behaviours in the workplace

Affirmative Active Strategic Human resource planning and action to ensure gender balance in the work place

Figure : 2.6 Source :Dessler et al,(1999), pp-80,Human Resource Management by Prentice Hall Australia.

Managers are traditionally not open to change and often fight to maintain the status quo Hambrick, et al (1993). Further complicating the disparity between middle and senior

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management, Tichy and Sherman (1994) note that executives perceive middle management as a locus of formidable resistance within organizations. Reina and Reina (1999), highlight the organizational consequences of ignoring the impact of change on employees. The authors foreshadow the potential and detrimental consequences of any unwary change leader who implements a change within an organization without considering the employees affected by the change. Moreover, they argue ignoring the impact on the employee is the perceived equivalent to betrayal to both the leader and the employees. It should be noted that Reina and Reina (1999) contend the act of betrayal is not necessarily the experience or the result of change itself, but a result of how the change was managed. In summary, the authors assert that employees must be given sufficient time to adjust to organizational changes. In order for this to occur, the impact to the employee population must be considered and given its proper attention. It is not uncommon for the justification or rationale for change to be misinterpreted or misunderstood by the employee population. This is not surprising since employees are typically not intimately involved in developing the business case for change or are responsible for implementing solutions to problems that plague the organization. However, the means by which change is managed can either exacerbate or alleviate the problem of employee resistance.

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Effective change management

Motivating Change Creating readiness for Change Overcoming Resistance to Change

Creating a Vision Describing the Core Ideology Constructing the Environmental Future

Developing Political Support Assessing Change Agent Power Identifying key stakeholders Influencing stakeholders

Effective Change Management

Managing the Transition Activity Planning Commitment Planning Management Structure

Sustaining Momentum Providing Resources for Change Building a support system for change Agents Developing New Competencies and skills Reinforcing New behaviours Staying the course

Figure: 2.7 Source: Cumming & Worley (2005), Organisational development and change, 8th edition, pp-156, by south western Part of the Thomson Corporation.

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Chapter 3 Methodology 3. 1 Research Methodology Pure research is concerned with the expansion, examination proof and improvement of the research methods and techniques and tools that from the body of research methodology. Examples of clean research include just beginning a sampling method which can be applied to a specific situation; developing a methodology to access the force of the procedures. Normally research in the social sciences is applied. In other words the experiments, methods, and research tools which is called the research methodology. Research methodology is useful to collect the information in the different aspects of an issue, problems and situations. Research will carry out mainly, using the qualitative method of research methodology, as the nature of research is based on primary data which will be collected by doing personal interview questionnaires. 3.2.Research Philosophy According to Saunders (2000) the research philosophy depends on the way we think about the development of knowledge and this thinking affects the way we do search. Whilst undertaking the research, a clear understanding of research philosophy is essential since it helps the researcher to refine and specify the research methods to be used in a study, that is, to clarify the overall research strategy to be used (Easterby-Smith et al., 1997) Saunders (2000) provides two views about the research process dominate the literature namely positivism and phenomenology which have an important part to play in business and management research. Positivism is founded on the belief that study of human behaviour should be conducted in the same way that as studies conducted in the natural sciences. On the other hand phenomenology is concerned with the understanding human behaviour from the participants own frame of reference (Hussey and Collis, 2003).

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Features of the two main paradigms: Positivistic paradigm Tends to produce quantitative data Uses large samples Concerned with hypothesis testing Data is highly specific and precise The location is artificial Reliability is high Validity is low Generalises from sample to population Phenomenological paradigm Tends to produce qualitative data Uses small samples Concerned with generating theories Data is rich and subjective The location is natural Reliability is low Validity is high Generalises from one setting to another

Source: Adopted from Collis and Hussey` (2003, pp. 184-193) framework. Table : 3.1 3.3. Research classification Descriptive research Study which is called descriptive research, it explain critically a situation, programme phenomenon or provides information about, say, explain the livelihood or attitudes towards an issue.

Correlational research The main importance in a correlational research study is to establish the continuation of a relationship, association, interdependence between two or more aspects of the situation.These studies observe there is a relationship between two or more aspects of a situation or phenomenon and, therefore are called correlational research.

Explanatory Research

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On the way to clarify when and how there is a relationship between two aspects of a situation. This type of research attempts to clarify. Fourth type of research, from the point of view of the objectives of a study is called exploratory research. This is when a study undertaken with the objective moreover to discover an area or to examine the possibilities of undertaking with a specific research study. Kumar.R. (2005). Quantitative vs. Qualitative Quantitative research is based on the measurement of the quantity. It is applicable to phenomena that can be expressed in term of quantity. The importance of the primary narrative and theoretical conjecture

Qualitative evidence Quantitative evidence

Primary narrative

Positive approach Theoretical conjecture Phenomenological approach

Test

Not test

Figure : 3.1 Source: Remenyi, D et al (1998), Doing Research in Business Management An introduction to Process & Method pp-125, by Sage Publication.

Qualitative research, on the other hand, is based on the qualitative phenomenon, i.e. the phenomena relating to or involving quality. For example, when we are interested in

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investing the reasons for human behaviour, we rarely talk of Motivation research, an essential type of qualitative research. Qualitative research plays leading role in the behavioural sciences when the aim is to find out the causal motives of human behaviour. With the help of the research, we can find out the various factors which motivate people to behave in specific manner. It may be stated however, that to apply qualitative research in practice is quite a difficult job and therefore, while doing a research, one should get guidance from experimental psychologists.

Conceptual vs. Empirical Conceptual research is associated to some theory; its usually used by philosophers and thinkers to create new concepts. Empirical research based on experience or examining alone, without due consider for system and theory. It is data-based research, coming up with the conclusion which is able of being verified by examination and experimentation, which is called experimental research. In experimental research it is urgent to get the reality at the firsthand, at their basis, and actively to go about doing assured things to encourage the creation of required information. In such a research, the researcher first must give himself with a working hypothesis or guess as to the possible results. Research is thus characterised by the experimenters control over the variables under study and his planned of direction of one of them to study its effects. Empirical research is suitable when proof is required that certain variables affect other variables in some way. Verification collected during experiments, empirical studies is today considered to the most commanding support for a given hypothesis.

3.4. The nature of the data collection Secondary data sources have been searched not enough for the information needs; effort must turn to the collection of primary data.

Primary Data

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For a specific reason definition is collected from genuine source. Data does not survive now in a compiled form; it is the duty of the researcher to gather it in skilful and productive format for decision making. Primary data collection consists of selecting the methods of obtaining the information needed. As expressing during the text, this choice is main part of the research process. The decisions are solid with the other steps in the research process and finally with the quality of the information which is gather from any study. Davis,D. (2000) pp, 264-265 Primary Data Collection Decision Framework

Recognition of need to collect to primary data

Delineation of types of data to be collected

Determination of methods of collecting data

Quantitativ e -research Focus groups -other -Survey Qualitative techniques Instrument Generally Needed Qualitative Research -observation:

Figure : 3.2 Source: Davis,D. (2000), pg 264-265, Business Research for Decision Making, 5th edition by Thompson.

3.5. Significance of Research Every development is born of enquiry. Uncertainty is even better than overconfidence, for it leads to enquiry, and enquiry leads to innovation, is a popular Hudson Maxim in context of which impact of research can well be understood. Extra amount of research make sure the evolution is possible. According to Kothari (2005) Research inculcates scientific and

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inductive thinking and it promotes the development of logical habits of thinking and organisation. The role of research in several fields of applied economics. 3.6. Research process Researcher will follow the following process to complete the research.

F Choosing the Topic

Review the related literature critically

Choosing the appropriate research approach

Collecting Data for the research

Analysis and interpreting data

Writing the final project

igure: 3.3 Source: Saunders et al 2003, research Methods for Business Students, Prentice Hall, pg 77

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According to Saunders (2000) there are three types of interview; structured, semistructured and unstructured interviews. An interview is a focused discussion between two or more people. It enables you to gather valid and reliable data that are relevant to your research question and objectives. Interviews are suitable when in-depth information is desired and this type of information is required in order to fulfil the purpose of this research. Interviews also allow flexibility and closeness to the respondents; this is another significant consideration for qualitative studies. Furthermore interviewing allows the researcher to focus directly on the case study topic Yin, (1994) he stated in the Piekkari,R and Welch,C(2004) book. Data collection undertaken for this research, with the help of primary data, interviews and questionnaire.

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Chapter 4 Data Presentation and Analysis For collecting primary data researcher interviewed employees and managers of McDonalds. Researcher presents the data with the aid of graphs and analyse the data collected for employees and managers accordingly. Data collected from employees Q#1: Do you think employees play a great role for the growth of the organization? Agree Disagree Others

Figure: 4.1

Findings:

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According to the survey 80% employees participate great role in the growth of the organisation, 15% employees are disagree, because they said that, it depend on the managers, growth of the company in the managers hand, 5% employees they are neutral.

Summary Answer: Employees are important for the growth of the organization. But it also depends on how organizations give importance to their employees. Employees are the backbone of the organisation. If the top management they want to bring the change in the organisation, no doubt management team and team help to implement the change. Employees deliver the change to the customer in our organization. Our store manager, he says without the employees, shift managers and salary managers, he cant run the store by himself, its like chain of success. If the managers are the change agent in the organisation, we employees thats our responsibility to help them to implement the change. Q#2: When technology comes are employees scared to loose the job? Agree Disagree Others

Figure: 4.2 Findings:

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In this research, researcher find out 70%, of employees are agree, when the technology comes, employees are scared to loose the job, 25% employees are disagree with this statement and 5% they are neutral.

Summary answer Technology, helps to resolve the problems, it brings the more awareness in the organisation. When company introduce the new technology, on the other hand, managers they start doing the downsizing, or cutdown the labour, thats way we do hesitate when company introduce the new technology. Technology is playing a major part in the change to the work environment on a number of levels. For example, in Mcdonalds everything is on line from last year, like recruitment, selection, ordering the deliveries, management surveys, staff give the annual report about the management team, everything is on line, which save the time and money, its because of the technology. Q#3: When change comes, do they feel competition will be high? Agree Disagree Others

Figure :4.3 Findings

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In this report , researcher find out (80%) employees are agree, when change comes competition will be high, 15 %, they said that when change comes it does not affect us, 5% are neutral.

Summary answer When change comes competition will be high automatically, like social, economical, political, technological, cultuaral, leagally, structural, people change, all these changes affect to the business, everybody has to work like as a role model in the organisation. On the other hand managers they start thinking about the downsizing, because managers put the more pressure on the employees, because they want to save their labour actually its good for the management perspective, they are getting profit maximization. In Mcdonalds managers all the time they want to reduce the labour, which is the dark side of the downsizing. We enjoy competition, but we dont like downsizing.

Q#4: Does the culture affect to adapt the change? Agree Disagree Others

Figure : 4.4

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Findings With the help of the research, researcher find out (65%) employees are agree culture affect to adapt the change, (30%) employees are disagree, in the global world culture does not affect, (5%) are neutral.

Summary answer Culture affects because every culture has its own tradition norms and values, so culture oppose ethically religiously traditionally and most important socially. For example, in muslim countries Mcdonlds can not sell the pork, bacon, that is the religious difference, it does affect to the business. In India, Mcdonlads can not sell chicken or beaf as well. But if we talk about the globalizaion, culture does not affect to adapt the change. Culture examines organisations values, norms, believes, symbols. Culture help to implement on the strategies in the organisation. Culture gives the direcrion to the change consultant how they should set up the policies. The organisations fulfill their goals with the help of the culture.

Q#5: Can human resource strategies reduce the resistance to change in the organization. ? Agree Disagree Others

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Figure : 4.5 Findings 90% employees are agree, human resource strategies help to reduce resistance in the organisation. 5% employees are disagree, 5% they do not want to give any opinion . Summary Answer Communication, motivation are the main sources to reduce the resistance in the change. Human resource strategies, if the managers they communicate with the employees properly, or employees got the proper knowledge, resistance does not exist. Employees want the feed back from the management, it gives the strength to the employees. Job designing, is another strategy, job needs to be design. Right person on the right job. Training and development programmes reduce the resistance. When change comes, employees need more training to accept the change. Most of the time managers do favouritism, which create the tension in the organisation. They do not care about the equal employment opportunity, which brings the resistance in the employees.

Q#6: Does economical conditions affect employee resistance? Agree Disagree Others

Figure: 4.6

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Findings 90% employees believe that the economical conditions affects on the employees, 5% they do not believe, 5% they are neutral. Summary answer Economical conditions affecting to the business all over the world, because of the financial crises in whole economy facing the crises. Most of the people surveyed believe that sudden economic down turn can cost closer of less profitable branches and employee will loss their jobs. As big industries collapsed due to economic down turn in recent years, it is very common to fear to loss jobs any time.

Q#7: Do you think when managers bring the change in the organization, employees should help them rather than going to against them. Make their and your job easier, end of the day employees and managers will be benefited? Agree Disagree Others

Figure: 4.7 Findings Employees are agreed, with that employees and managers should work together.50% is agreed, 40% employees are disagreeing and 10% got the neutral opinion. Summary answer

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If manager has good managerial ability than he is also able to manage such kind of situation. He should must motivate the employees than take the feedback. If managers have excellent managerial skills, than this sort of ptoblems. If managers have good leadership, than it will not be o problem. Questionnaire For Manager Data collected from the managers Q#1: What are the types of changes that can be brought about by managers in organisations? A: Managers can bring so many types of change, like change in employees, change in the employees behaviour, means helpful and cooperative with their staff and management team, its not like that they are just only working for the money, change in technology, and change in culture, do not look like raises. Change in the quality management, no compromise for the quality, bring the change in the strategies, those give the profit to the company. XYZ being a business manager, its my responsibility to bring the change towards for the improvement of the company, in my store. Being a business manager, its my responsibility when change in organisation that focus on people, organizational structures, and human resource management policies, which is very helpful for the organisation, everything will be in the control. Q#2: Is it true managers are change agent in the organization? A: Yes, managers are the change agent in the organisation, top management like CEO, Area managers; they make the strategies, and store manager or business manager thats their responsibility to implement on them. Mangers have to develop the vision, and mission both, upto the implementing stage. XYZ business manager, manager is responsible for all sort of changes. He is responsible in the organisation to making the profit. Introduce new ways, suggestive selling, bring the awareness about the new strategies, new promotions, develop leadership skills.

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Q#3: Do employees resist change. Why? A: Mostly when management change than the strategies will change as well. Employees they do not like to adapt the change. XYZ business manager, there are several reasons for employees to do resist the change, when change comes; employees feel insecurity of losing the job, miscommunication between managers and employees, cultural change, which really affects to the organisation, they require time to adapt the change. XYZ business manager express his ideas according to companys rules and regulations about the change, there could be less effective programme reward employees, lack of project management and management disciplines leads to get the change Insufficient relevant training, for example in project management, change management skills and leadership skills can impact negatively on the effectiveness of any change initiative. Poor communication has been linked to issues surrounding the effectiveness of change management in achieving effective change in various ways. For example, imposed change can lead to greater employee resistance . Finally, lack of effective leadership has been identified the main reason of effective change. Q# 4: Employees do resist change, what are the remedies? A: Management team needs to communicate with them, motivate them, educate them, give them more training. XYZ manager he suggested the tactics such as, employees, get them ready before the change, give them more assessing the training and more

awareness about the cultural changes, organizational structures, or redesigning job introduce or connect the employees with the management team as their part, or as a team, take their suggestions, in otherwords involve the employees in the planningof the change to the implementing the change. One more reason according to him, which is technology, alters the problems of organisation, employees, stakeholders. Individual change initiatives are not always undertaken as part of a wider organized change plan, for example through considering linkages between strategy, structure and systems issues. Therefore a change that considers a new structure but fails to establish the need to introduce new systems to support such a structure is less likely to succeed. Q#5: When resistance comes that, is the negative sign in the organization, does it effect on the organisation, explain please?

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A: Yes, resistance is the negative sign in the organisation, negative sign means in the organisation. It means employer and employees they do not have the good coordination with each other, for example: it affects the business, it affects on the profit. Being a being manager I cannot afford it, because end of the day, employees and managers are my power. Without them I can not do anything. One person, even store manager can not run his store by himself. A large number of issues have been identified as having negative impact on effective change management. Some of the key themes are identifiy below, covering organisational issues and individual resistance to change.

Q#6: Does culture play a role in resisting change? A:Secondary research is to reveal the elements of resistance in the current change management system both in practice and theory. XYZ manager culture resists change, culture consists on the wider environment in the organisation. Nationally, culture does not resist, but internationally culture resist. According to me, organisational culture that motivates employees provides competitive advantage and positively impacts on the bottom line and negative culture has the opposite effect. For maintaing the high performing in the organisation, change developers must understand the culture and its strengths and values and how to use these to develop a spirit of organisational excellence. Being a store manager its my responsibility, with the help of the human resource strategies create and shape a successful organisational culture. Culture explain the norms, values attitudes, it gives the direction in any organisation, some how its the key of success.

Q#7: Do you think Human resource strategies can help to reduce the employee resistance in the organization? If yes what HR strategies. Can you please explain? A: XYZ business manager said, yeah human resource strategies help to reduce the resistance in the employees; they need more training and development, Performance appraisal, motivation, treating employees properly. For me, being a manager i always preffer to do some changes with the help of the human resource strategies which are they: If my area manager will allow me, I would like to preffer to choose my team, its more easy to communicate with them, its beneficial to expand the business, honestly its really work.

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In this modern world, I always believe in change, with the help of the organisations human resource strategies. Human resource strategies are really effective to coping with the change. According to the XYZ business manager, human resource profeesionals have recognise this as well, development professionals and employees, play significant role in any organisation. In my organisation, human resource strategies gives us instructions, get the involvement from the employees and managers, motivate and help them to cope with change, from the initial stage, advising project managers in skills available within the organisation identifying any training needs, skills gaps, new posts, new working practices. Finally, with the help of the human resource strategies i always narrow the short term goals, and give the more strength to the long term goals, which is more profitable and helpful for the organisation and employees.

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Analysis of the data According to the literature, managers lead to the organisation, thats their responsibility to bring the change in the organisation. Managers can bring the economical, social, technological, cultural changes. Managers give the strength to the organisation. They can bring the change in the financial resources of the organisation or image of the organisation. Managers, they need to deal with the weakness of the organisation as well, examples of the weakness could be high level of customer complaints, shortage of managerial staff. Managers need to provide the potential for the organisation. Managers, they bring the planned and unplanned change. Managers are the change agent in the organisation. According to the literature, managers bring the change in the reward system, structural reorganisation, resolve the conflicts between managers and employees and try to get the effective leadership. For bringing the effective leadership in the system, managers develop the managerial skills, develop the self awareness, and develop the knowledge. Managers need to fulfill the requirements of the organisation. Managers plan the transactional and transformational decision in the organisation. They plan the budget for the organisation and develop a plan how to achieve the results, and give the vision to the organisation, and which strategy is useful for the organisation for the long run. Managers organise the staff, right person on right place. Everybody can not do every thing. These sort of changes except managers nobody cant do that in the organisation. According to the literature review, when change comes it always bring the resistance, even the change for the betterment, but it will take time. There are some sources that bring the resistance, which are they, lack of trust and misunderstanding, low motivation for change, direct costs of change. Past failures, which leave the bad effect for future changes and different interests among employees and management. According to the literature review, there are some methods for dealing with the resistance to change. Communication and education, which is the main cause for the resistance, when the employees have lack of communication and education, than they cant implement on

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the change, there are some disadvantages as well, its really time consuming and number of people involve. Training is another method to deal with resistance, the role of training in the organisation is appearing as the backbone of the change. In the global world, employees, employers, managers, leaders, government, human resource development consultant all of them more training for go-ahead. Employment involvement is another reason to reduce the reduce the resistance, for implement on change involvement is really necessary, negotiation easy way to reduce the resistance., stress management reduce about the change, in the employees, they attend the session to reduce the worries about the change, the last method is to reduce the resistance which is coercion when other methods are not fail they need to change quickly. When change comes, thats the negative sign in the organisation. It brings so much difficulty in the organisation. According to the literature review, and findings managers they do not want to bring the resistance in the organisation. According to the findings and literature review, culture gives the direction to the organisation. Secondary research tells the elements of resistance in the current change management system both in practice and theory. Culture examines societys values, norms, believes, symbols. Organisational culture, is the concept to analyse that the organisation can be very useful for focusing on the more behavioural and attitudinal aspects of the organisational life. Organisational culture is the social aspects of our employing organisations. According to the literature and findings, employees are asset for the organisation. Because employees play the great role in the development of the organisation, when change comes employees do resist, they need some time to accept the change. According to change consultants, even change is for betterment or necessary they will resist. Technological change is the necessity of the global world. Competitors use the technology for the success. Technological change mostly operating the new organisational structural, change in administration process. Failure of technological change happens when too much technology adopted very quickly, or not too much technology to compete with the competitors. When change comes it bring the competition in the organisation, than managers they start thinking about the downsizing, large organisations faced with this possibility, to improve profitability because of recession. Organisations cut back number of employees, generally in order to create leaner but healthier entities. It brings the competition in the employees,

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even the middle managers they have the competition with each other as well, organisation will be benefitted, they will do their job properly. Organisation can utilise their ability. Organisations can achieve their goals, than they can get competitive advantage. Over all if the managers and employees together implement on change propely,than it will be successful. According to literature and findings human resource strategies help to reduce the resistance in the employees in the organisation, which are motivation, equal employment opportunity, training, performance appraisal, managing uncertainties and job need to be design, Organisations have struggled to cope with uncertainty with the help of human resource strategies. With the help of these strategies in order to manage the size, costs and skills components of the labour force. Several theoretical frameworks have also been outlined that may be used to clarify the issues. Therefore non standard employment is increasing internationally, human resource strategies, reduce the uncertainty. Accoding to the literature review, and findings job needs to be design, right person should be on the right job, every body cant do everything. Job design gives the higher level of job satisfaction, higher level of motivation, great job involvement, high job performance, decrease the training time, less mental stress, lower absenteeism, these all characteristics help to reduce the resistance in the employees, if employees satisfied from their job, no point to get the resistance about the change. According to the literature review and findings reward and performance management its kind of motivation. Reward system it motivate to the employees. Managers need to change work patterns, to maintain a healthy atmosphere and loyal commitment in the organisations. Human resource strategies mention one element which is equal opportunity employment in the organization. If the management wants to get rid of the resistance in the employees they should maintain the equal employment opportunity in the organisation, specially sexually and affirmative, make sure that all employees have equal access to fulfil their working lives.

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Chapter 5 Conclusion and recommendation

5.1.Conclusion The aim of this chapter is to conclude researcher reflects in the lights of research findings discussed in the previous chapters. Researcher discussions will be suggestive and tentative in nature. Therefore we will be able reach our final objective stated as to bring a suggestive approach to the existing literature based on the empirical findings. This chapter will also present the limitations of the research but also achievements and what can be suggested for a further research. Organizational change is no more a theory based practice it is more practical and dynamic, ever growing increasing demand of business competition and for the sack of survival of business has shaping the model of change constantly. On the other hand resistance is some thing metaphoric, and where change there is resistance more or less. Human resource management strategies and HR professionals can be the main elements to reduce resistance and make the path of change smooth, yet the high levels of failure indicate that effective management of these changes is still lacking. This indicates there is much to learn about how to manage change more effectively. As HR professionals are recognizing that there is no single model of change and no single solution to effective management, they need to ensure managing change is a core part of their role. The first research questions and objective of this research is, what changes managers can bring change in the organization and managers role toward implementing change in Mcdonalds.

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Researcher find out, in the secondary data managers lead the organizations, organizations depends on the managers. Managers bring all sort of changes, its their responsibility to bring the change and implement on change successfully. And primary research find out McDonalds managers has a very positive attitude to any change. It may introduce in the organization with some concern of major shake into the organization due to economic down turn. A good amount of mangers of McDonalds recruit form initial position of crew member of the organization. It is found that over 40% of McDonalds managers started as hourly-paid staff members in the restaurants. Further over half of the companys middle and senior managers have moved up from restaurant-based positions. From last year, Mcdonlds introduce the on line recruitment and selection, thats the good change, because of this change they can save lots of time, Mcdonlds introduce the transaction method by card, reason behind to introduce the new method of payment, its save the time and less chances to steal the money. In the financial crises, Mcdonalds still making the profit, because of maintaining the high standard of quality and coping the modern needs of these days because of their efficient management system. Finally, in the first question, researcher find out with the help of primary and secondary data, managers are the change agent in the organization. Managers give the strength to the organization, they deal with all the weaknesses in the organization, in other words manager act like as a father in the organization. Second question and objective of this research, is why do employee resist the change, in the fast food industry. (Mcdonalds) According to the literature review, employees always do resist the change. Eventhough change is necessary or leading to the success of the employees or organization. Researcher conclude that the there are some main basic reasons behind to resist the change, its because of the miscommunication, wider social environment, culture, demographic, technology, economy, failure in the past, it leave the bad influence on the employees and organization to resist the change. And further more lack of communication and mismanagement, it brings the resistance in the employees. Researcher find out in the primary data, employees are the asset for the organization without the employees management cabn not implement on the change by themselves. Mostly employees do resist because of the management. If they dont communicate and educate them propeply. Its impossible to implement on change without communication 56

and education. When technology comes management team start doing the downsizing, which bring the frustration in the employees thats the another reason for the resistance.

Third and final research question of this research is, can human resource management strategies can help to reduce the management and employees resistance, and if the so what human resource strategies can be undertaken?

So the HR strategies of

McDonalds for manager is to introduce them with the various

roles of the organization and prepare them for any change through on job training. Therefore McDonalds gives emphasis on the training and development of its employees. HR aim to provide career opportunities for people to achieve their potential, grow their dynamic ability to face change with a positive attitude. To reduce resistance and reduce conflict between managers and employees systematic job progression is used to encourage employees who got their first job in the company to progress to management positions. Promotions to manager are based on the performance of the crew member. On the other hand, in Mcdonlds managers always try to reduce the resistance in the employees, they always create the friendly atmosphere during the work to follow the human resource strategies. They do the crew development programme, which brings the awareness and more knowledge in the organization. In our store they give the rewards to the employees and managers both, which is the sign of motivation, that is effective for the long term employability as well. If they dont receive the feed back from the managers, they will just do their job, they will not be friendly, which is not suitable for this job, actually thats not their fault. The way they been trained up, they are delivering to the customers. Thats not fair enough for this job, the basic requirement for this job is friendliness.After getting the answers of these questions, researcher conclude that the if the employees and managers, do their job properly, than organizations get the long path of the development.

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5.2.Recommendations Researcher felt for some recommendations for the HR strategies in light of the case of McDonalds. Effective leadership Effective leadership is a key tool as it provides the vision and the rationale for change. Leadership styles could be different with the demand of the organization for example coercive, directive, consultative and collaborative. Which style would be appropriate, it depends on the type and scale of change being undertaken. For McDonalds a large-scale organization-wide change a directive style has been identified as most effective. Selecting a manager at McDonalds should be more competitive base and open to reduce the physiological resistance between managers and crew members. HR of McDonalds should set specific criteria to meet to become a manager form a crew member which will be monitor periodically.

Communication Both way communication with employees and their active involvement in implementation has also been identified as a key tool of effective change management. Active participation of employees is important for overcoming resistance to change. However, researcher find out that part of the communication issue might arise from a potential mismatch between what the employer and employee opinions are regarding levels of communication. At McDonalds employers believed they were involving and communicating with employees at a considerably higher level than was reported by employees. Crew member at McDonalds should have systematic opportunity to express their views directly to line managers. There should be a good method of two-way feedback, but managers need to understand the importance of upward transmission, and success may depend on how consistently they behave in this respect.

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Training For effective change management appropriate and timely training is the key. Training requirements might include: project and programmer management skills to make certain change initiatives are accomplished both on time and to budget ,change management skills, including communication and facilitation ,leadership coaching. HR professionals are seen to have lack of appropriate skills to lead on change management initiatives, and are therefore not actively included within the change process. However, many of the issues that are recognized concern the 'people aspects' of change. Therefore McDonalds HR need to ensure it has the skills and credibility within the organization to act as the champion of change in the future

Motivation Motivation is the main pillar to reduce the resistance in the employees. With the help of the motivation, organizations can achieve higer level of job satisfaction, they can maximise the profit through higher performance. Mcdonalds HR need to do the more practice about the motivation in the organisation. Job Design For the effective change management , Job needs to be design, than they can maximise the profit and job satisfaction in the organisation.Mcdonalds HR needs to set up more job design activities. If job will be design, they can save lots of time, and money.

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5.3. Scope for further research During the research, researcher could not cover few more areas about this research because of the lackage of the time. Researcher thinks if the managers cover more areas in the organizations, if they will implement on them, than they can get the continuous development path of success. Team building Researcher need to talk about the team building, managers and employees, if they work properly than it builds the proper team. If the organizations have the proper team than they can face all sorts of challenges, they can achieve the competitive advantage, and organizations can maximize their profit. Sustainable growth Further more scope of this research, researcher did not talk about the sustainable growth in the research, managers and employees need to more consider about the sustainable growth. Its possible when the managers implement on change properly with the help of the employees. This researcher did not talk about the sustainable growth in the research.

Total quality management Further more researchers did not cover the total quality management. Thats the key of the success in the development path. If everything is done by as they planned, than they will the quality in every field of the organisation.

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The reason behind is, why researcher is emphasizing on these studies, because after covering these factors managers, employees and organisations will get the continuous development path.

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Appendix

Questionnaire for Manager Q#1: What are the types of changes that can be brought about by managers in organisations? Q#2: Is it true managers are change agent in the organization? Q#3: Do employees resist change? Q 4 What are the reasons why employees resist change? Q#5: Does culture play a role in resisting change? Q#6: Do you think Human resource strategies can help to reduce the employee resistance in the organization? If yes what HR strategies. Can you please explain? Q#7: When resistance comes that, is the negative sign in the organization?

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Questionnaire for Employees

Q#1: Employees play a great role for the growth of the organization. Why employees resist for change? Q#2: When technology comes are you employees are scared to loose the job? Q#3: When change comes do you feel competition will be high? Q#4: Does the culture affect to adopt the change? Q#5: Does human resource strategies reduce the resistance in your organization. How? Q#6: Does economical conditions affect on the employee resistance? Q#7: Do you think when managers bring the change in the organization, employees should help them rather than going to against them. Make their and your job easier, end of the day employees and managers will be benefited?

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