Organizational Behavior (change management)

 

For assignment M3A1, you were asked to identify a topic of your  choice in organizational behavior that you would like to study in more  detail this term.  You were also asked to list five peer reviewed  journal articles to use in your research.  Finally, you were asked to  identify ways you would inform the President of an organization about  the importance of this issue for her/his organization.

For this assignment, you are asked to continue working on your research paper.  Specifically:

1. Provide an outline of the issues you will address in your research paper.
2. Identify which of your resources will be used to support each of the issues in your outline. Be sure to use APA citations.
3. Identify three ways you will explain the results of your research paper to the President of the organization.

Your outline should be a maximum of 2 pages, and your paper should  include at least 4 references out of the 5 you identified earlier.

I’ve attached my previous outline. 

Change Management

List of collected resources

1. Agboola, A. A., & Salawu, R. O. (2011). Managing Deviant Behavior and Resistance to Change. International Journal of Business and Management, 6(1), 235-242.

2. Belias, D., & Koustelios, A. (2014). The Impact of Leadership and Change Management Strategy on Organizational Culture. European Scientific Journal, 10(7), 451-470.

3. Husain, Z. (2013). Effective communication brings successful organizational change. The Business & Management Review, 3(2), 43-50.

4. Lorenzi, N., & Riley, R. T. (2000). Managing Chnage. Journal of the American Medical Informatics Association, 7(2), 116-124.

5. Zafar, F., & Naveed, K. (2014). Organizational Change and Dealing with Employees Resistance. International Journal of Management Excellence, 2(3), 237-246.

Message to a company president

Change is inevitable in all organizations and company. It takes several forms. It may be due to technological advancements, organizational structure, human resource needs, changing the market and industry dynamics, and for competitive purposes among others. Although the change may be highly recommended and necessary, human beings tend to oppose changes that disrupt their normal lives or ways of operations that they are accustomed. They may also oppose changes due to several other reasons some of which include selfishness, fear of losing their positions and privileges, lack of appreciation for the need of the change itself, and disruption of their friendly interactive circles. The manager should be prepared to handle the resistant to change. He or she is the overall in-charge personnel to ensure that the changes are adopted and implemented accordingly. As such, he or she should be aware of the reasons that make employees resist change in order to recognize them and handle them accordingly.

Resistance to change has the potential to cause loses to the company in the form of lost opportunity, dragged transformation, and actual monetary loses. Therefore, the manager should act decisively and strategically to ensure a smooth transition that is not marred by crippling resistance. There are several approaches and strategies that the manager can deploy to ensure the smooth transition and operations. First, he or she needs to understand the causes of resistance in general and the precise reasons that would potentially lead to resistance in his domain. Knowing this information helps the manager to anticipate and counter resistance accordingly. Secondly, the manager should be aware of the strategies and approaches of countering change resistance in his or her subordinates. Some of these strategies include effective communication to the staff, involving the staff in decision making, use of change agents, and training of the staff members. Communicating to the subordinates effectively helps avoid apprehension, fear, and confusion that often mar change implementation. Including them in the decision-making process regarding the change itself makes them feel appreciated and instills a sense of ownership of the change. Change agents, on its part, helps the manager communicate to the staff to alleviate their fear and convince them that the need is necessary. Change agents also encourage the staff to accept the inevitable change instead of fighting it. Training, on the other hand, helps the staff develop skills to use in the new structure or way of operations. The third strategy that the manager should be conversant with regarding change is the manner in which to monitor and evaluate it.

Change cannot be avoided in the workplace. Similarly, employees are bound to display a certain degree of resistance to the proposed changes. Therefore, it is the mandate of the manager to ensure minimal resistance and smooth transition. He or she should, therefore, be conversant with all the aspects and matters pertaining to change.