This paper draws upon empirical findings and theoretical ideas and analyzes the reasons why managers and other employees resist change.
Written in 2002; 3,870 words; 13 sources; $ 105.95
Paper Summary:
This paper analyzes the various reasons why managers and employees resist change and evaluates different strategies for overcoming such resistance. The article is divided into six sections: reasons, analyzing resistance, models for successful change, strategies for overcoming resistance to change and choice of strategies. The conclusion presents personal opinion and a picture for managing organizational change. Diagrams.
From the Paper:
"Changes in leadership and management have been very dramatic recently. The triggers for organizational change involve external and internal triggers (Buchanan and Huczynski, 1997), which include developments in technology, activities and innovations by competitors, new product and service designs, new senior managers. Many factors can improve competitive advantages for organizations and social and political institutions, such as, organizational change in post-communist countries. Many management concepts have recently been developed. The tools and means that can support and facilitate organizational change include business process reengineering (BPR), enterprise resource planning (ERP), customer relationship management (CRM), total quality management (TQM), knowledge management (KM), outsourcing, just in time (JIT), customer-oriented business, restructuring, reorganization, and resizing. However, statistics from surveys by Maurer (1997) indicate that an alarming number of changed organization have been doomed to fail (Exhibit 1.1). "
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