Term Paper on Managing Employee Resistance to Change
"MANAGING EMPLOYEE RESISTANCE TO CHANGE"
SUBJECT CODE — MGT512 MANAGEMENT PRACTICES & ORGANISATION BEHAVIOUR
SUBMITTED TO— MALIKA RANI (LECTURER LSB ) SUBMITTED BY -- VIPIN KUMAR, MBA ROLL.NO –RR1002B52 REG.NO. 11000587 TOPIC- "MANAGING EMPLOYEE RESISTANCE TO CHANGE"
INTRODUCTION Employees resist change for a wide variety of reasons, ranging from a straightforward intellectual disagreement over facts to deep-seated psychological prejudices.
Some of these reasons for employee resistance may include: * belief that the change initiative is a temporary fad * belief that fellow employees or managers are incompetent * loss of authority or control * loss of status or social standing * lack of faith in their ability to learn new skills * feeling of change overload (too much too soon) * lack of trust in or dislike of managers * loss of job security * loss of family or personal time * feeling that the organization is not entitled to the extra effort
For some people resisting change, there may be multiple reasons. Adding to this complexity is the fact that sometimes the stated reason hides the real, more deeply personal reason. You will also need to recognize that people work through a psychological change process as they give up the old and come to either embrace or reject the new.
Typically, they may experience an initial denial, then begin to realize that the change cannot be ignored. Strong feelings may emerge, such as fear, anger, helplessness and frustration. Finally, the person accepts the change either negatively, with feelings of resignation and complacency, or positively, with renewed enthusiasm to capitalize on the changes. Watch out for employees who get “stuck” in one phase. Offer your
SUBJECT CODE — MGT512 MANAGEMENT PRACTICES & ORGANISATION BEHAVIOUR
SUBMITTED TO— MALIKA RANI (LECTURER LSB ) SUBMITTED BY -- VIPIN KUMAR, MBA ROLL.NO –RR1002B52 REG.NO. 11000587 TOPIC- "MANAGING EMPLOYEE RESISTANCE TO CHANGE"
INTRODUCTION Employees resist change for a wide variety of reasons, ranging from a straightforward intellectual disagreement over facts to deep-seated psychological prejudices.
Some of these reasons for employee resistance may include: * belief that the change initiative is a temporary fad * belief that fellow employees or managers are incompetent * loss of authority or control * loss of status or social standing * lack of faith in their ability to learn new skills * feeling of change overload (too much too soon) * lack of trust in or dislike of managers * loss of job security * loss of family or personal time * feeling that the organization is not entitled to the extra effort
For some people resisting change, there may be multiple reasons. Adding to this complexity is the fact that sometimes the stated reason hides the real, more deeply personal reason. You will also need to recognize that people work through a psychological change process as they give up the old and come to either embrace or reject the new.
Typically, they may experience an initial denial, then begin to realize that the change cannot be ignored. Strong feelings may emerge, such as fear, anger, helplessness and frustration. Finally, the person accepts the change either negatively, with feelings of resignation and complacency, or positively, with renewed enthusiasm to capitalize on the changes. Watch out for employees who get “stuck” in one phase. Offer your