Annotated Bibliography
Annotated Bibliography
Agocs, C. (1997). Institutionalized resistance to organizational change: Denial, inaction and repression. Journal of Business Ethics, 16(9), 917-931. This article discusses the pros and cons of advocating change within the workplace. It also discusses the reason (s) individuals are said to resist change because of habit and inertia, fear of the unknown, absence of the skills they will need after the change, and fear of losing power. OD approaches to organizational change presents a solid consensus that change and resistance can and should be "managed" by developing a strategy for change and using the OD tool kit of interventions such as training and communication programs, confrontation meetings, stakeholder participation, team building, organizational diagnosis and feedback, and other "technologies" based on behavioral science (eg. Beer and Walton, 1990; Tichy, 1983, pp. 294-295 and 344-360).
The article further conducted a research about "resistance" by young women working in a U.S. pajama manufacturing plant that was managed under a scientific management regime. The researchers found that employees behaviors were mitigated when groups of employees were asked to participate in planning the job changes, thus providing "the theoretical basis for what we now call participative management", according to a prominent OD theorist (Burke, 1987, p. 54). The research shows that when employees are involved with the process or change within the workplace they are more receptive.
Bareil, C. (2013). Two paradigms about resistance to change. Organization Development Journal, 31(3), 59-71.
In this article, it discusses the two apparently divergent paradigms: from "the enemy of change" (traditional paradigm) to "a resource" (modem paradigm). OD change practitioners are exposed to sequencing those two paradigms in interpreting and dealing with resistance to change. The traditional paradigm resistance is interpreted as the enemy of change,
Agocs, C. (1997). Institutionalized resistance to organizational change: Denial, inaction and repression. Journal of Business Ethics, 16(9), 917-931. This article discusses the pros and cons of advocating change within the workplace. It also discusses the reason (s) individuals are said to resist change because of habit and inertia, fear of the unknown, absence of the skills they will need after the change, and fear of losing power. OD approaches to organizational change presents a solid consensus that change and resistance can and should be "managed" by developing a strategy for change and using the OD tool kit of interventions such as training and communication programs, confrontation meetings, stakeholder participation, team building, organizational diagnosis and feedback, and other "technologies" based on behavioral science (eg. Beer and Walton, 1990; Tichy, 1983, pp. 294-295 and 344-360).
The article further conducted a research about "resistance" by young women working in a U.S. pajama manufacturing plant that was managed under a scientific management regime. The researchers found that employees behaviors were mitigated when groups of employees were asked to participate in planning the job changes, thus providing "the theoretical basis for what we now call participative management", according to a prominent OD theorist (Burke, 1987, p. 54). The research shows that when employees are involved with the process or change within the workplace they are more receptive.
Bareil, C. (2013). Two paradigms about resistance to change. Organization Development Journal, 31(3), 59-71.
In this article, it discusses the two apparently divergent paradigms: from "the enemy of change" (traditional paradigm) to "a resource" (modem paradigm). OD change practitioners are exposed to sequencing those two paradigms in interpreting and dealing with resistance to change. The traditional paradigm resistance is interpreted as the enemy of change,
Bibliography: Agocs, C. (1997). Institutionalized resistance to organizational change: Denial, inaction and repression. Journal of Business Ethics, 16(9), 917-931. This article discusses the pros and cons of advocating change within the workplace Maurer, R. (2011). Why most changes fail. The Journal for Quality and Participation, 34(2), 17-18. In this article, the writer list four of the biggest mistakes leaders make 1 Bareil, C. (2013). Two paradigms about resistance to change. Organization Development Journal, 31(3), 59-71. Bateh, J., Castaneda, M. E., & Farah, J. E. (2013). Employee resistance to organizational change. International Journal of Management & Information Systems (Online), 17(2), 113. Gibbons, P. T. (1992). Impacts of organizational evolution on leadership roles and behaviors. Human Relations, 45(1), 1. King, S. B., & Wright, M. (2007). Building internal change management capability at constellation energy. Organization Development Journal, 25(2), 57-62. Levin, I., & Gottlieb, J. Z. (2009). Realigning organization culture for optimal performance: Six principles & eight practices. Organization Development Journal, 27(4), 31-46. Lalonde, C. (2007). Crisis management and organizational development: Towards the conception of a learning model in crisis management. Organization Development Journal, 25(1), 17-26. Maurer, R. (2011). Why most changes fail. The Journal for Quality and Participation, 34(2), 17-18. Sisaye, S. (2005). Management control systems and organizational development: New directions for managing work teams. Leadership & Organization Development Journal, 26(1), 51-61. Thompson, T., Purdy, J., & Summers, D. B. (2008). A five factor framework for coaching middle managers. Organization Development Journal, 26(3), 63-71.