Managing Resistance to Change
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There is a strong correlation between organizational change and the subsequent stress and resistance that characterizes employee responses to the change. There are several forms of change organizations experience including mergers, product or target market change, workforce expansions or deletions, technological change, and outsourcing initiatives. The idea of organizational change invokes fear and disbelief amongst employees and results in resistance and stress when the perceived changes are believed to have a negative impact on individuals, workplace climate, or the organization. This paper explores individual resistance to change, potential sources of stress, and the consequences to organizations. It also identifies remedies to effectively manage resistance to change and stress.
Resistance and Stress
Resistance and Stress
From the Paper:"Today's organizations must undergo significant philosophical, practical, and personnel changes in order to compete globally in an unregulated and unpredictable environment. As inevitable changes are implemented, managers will face resistance and stress and must be prepared, in advance, to minimize the impact of change on employees. This will require strategic planning and inclusion in all aspects of the change process. Managers must be cognizant that employees maintain connectedness to organizations by identifying with the agency's core essence, history, motivation, passion, and purpose."
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Cite this Descriptive Essay:
Managing Resistance to Change (2009, June 17) Retrieved November 24, 2014, from http://www.academon.com/descriptive-essay/managing-resistance-to-change-114630/
"Managing Resistance to Change" 17 June 2009. Web. 24 November. 2014. <http://www.academon.com/descriptive-essay/managing-resistance-to-change-114630/>